Annual Report 2025
Download the full report or explore the interactive version below.
FISCAL YEAR AT A GLANCE
0billion
Revenue
0billion
Profit Before Tax and Exceptional Items
0billion
Free Cash Flow
0billion
Net Cash
0units
Wholesales
0units
Retail Sales
The commitment of our people and our partners during the year cannot be overstated. They continued to deliver the highest standards of care and innovation for our clients, as well as for our communities and the environment.
- NATARAJAN CHANDRASEKARAN, CHAIRMAN
2024 was characterised by continuing political and economic shifts around the globe. The year experienced stable global growth, falling inflation in major economies including the US, the UK and the Euro area and amidst trade uncertainties.
The world economy saw bright spots in the US and India with continued economic weaknesses in Europe and China. The US economy beat consensus expectations again in 2024 with 2.8 per cent growth, supported by strong consumer spending, easing financial conditions, and rising productivity.
2025 started on a positive note with expectations of stable global growth, falling inflation, and tailwinds from falling interest rates. However, this global macro narrative shifted with rising concerns around global growth and inflation as policy uncertainty rose sharply with dramatic shifts in trade policy.
Amid trade uncertainties, global growth is expected to slow to 2.3 per cent in 2025 from 2.8 per cent in 2024.
Apart from the political and economic shifts, I would like to highlight one transformation which is impacting every facet of everything we know. We are at a historic inflection point. Artificial Intelligence – AI/Gen AI ‑ is not merely another technological shift, it is a civilisational one. AI is swiftly becoming as fundamental to human progress as electricity once was, reshaping our world in ways we are only beginning to comprehend. What makes this moment uniquely significant is its simultaneity. Unlike previous technological revolutions that arrived sequentially across the globe, AI/Gen AI is emerging simultaneously everywhere and with rapid development in other technologies.
AI/Gen AI presents huge opportunities and is improving various aspects of vehicles, from powering sensor technology to accelerating the manufacturing process. There are multiple ways in which AI is being implemented in how vehicles are built and how they operate on the road. AI in cars is improving vehicle safety, increasing fuel efficiency and providing drivers with enhanced connectivity features.
But aside from these momentous global events and trends, 2024 will always hold a deeper and more personal resonance everyone associated with Tata Group. This was the year we lost Mr. Ratan Tata—a man whose personality, integrity and strategic vision shaped our business for a generation. It was his vision that made JLR what it is today, and we remain inspired by his contributions and will continue to strive to live up to his leadership.
JLR delivered a robust financial performance and strong operational progress in FY24/25.
From a financial results perspective, the company delivered consolidated revenues of £29.0 billion, flat compared to the previous year. The company achieved its aim of reaching an adjusted EBIT margin of 8.5 per cent and recorded a positive net cash position at the close of the financial year.
This is a significant milestone for the company, with JLR having announced its objective to be net debt free at the launch of the Reimagine strategy in February 2021.
JLR continues to realise its Reimagine strategy this year, completing works to transform its UK plants for electric vehicle production and revealing Jaguar’s vision for the future encapsulated in the Jaguar Type 00 design vision concept at Miami Art Week. The ambition is to have electric versions of all JLR’s brands by the end of the decade and be carbon net zero by 2039.
This goal support’s Tata Group’s Aalingana strategy, which includes the ambition to be a leader in developing and scaling new technologies and solutions to drive a green transition.
The commitment of our people and our partners during the year cannot be overstated. They continued to deliver the highest standards of care and innovation for our clients, as well as for our communities and the environment.
Looking ahead, we remain vigilant to worldwide volatility, including the impact of changes in global trade conditions and the varying degrees of adoption of electric vehicles across different markets and evolving technologies, to accelerate our car production while personalising them for our buyers.
Despite these dynamics, I remain confident in the future of our luxury brands and the resilience of our business.
I would like to thank our teams for their outstanding efforts and our partners for their support as we deliver JLR’s Reimagine strategy and provide its clients with the modern luxury experience expected from our brands.
This year has tested JLR, and we have risen to the challenges. Despite headwinds, we have again set new records and demonstrated our company’s underlying strength. This strong and consistent performance, the commitment of our people, partners and clients and the appeal of our luxury brands will support our response to current global economic challenges and the evolving global trade environment.
- ADRIAN MARDELL, CHIEF EXECUTIVE OFFICER
This financial year, FY24/25, was the first test of JLR’s reestablished financial stability. In FY23/24, the company broke a series of its financial records following a period characterised by the global pandemic, semiconductor shortages, inflation, the energy crisis, and geopolitical instability.
Against this backdrop, the robustness of JLR’s Reimagine strategy was affirmed in FY24/25 as the company set new records, delivered profit before tax of £2.5 billion, versus £2.2 billion year‑on‑year, and we were proud to confirm the achievement of our strategic goals of 8.5 per cent adjusted EBIT margin and becoming net cash positive. Revenues for FY24/25 were flat year‑on‑year at £29.0 billion.
Achieving a net cash positive position is a huge milestone for JLR; an ambition first stated at the launch of our Reimagine strategy in February 2021. Having eliminated successfully £5.0 billion of debt since the peak in August 2022, the company is now net cash positive thanks to focused, prudent, and strong financial discipline.
The business encountered headwinds this year including a downturn in the Chinese economy, which impacted our China volumes, and an aluminium supply shortage in the second quarter. The latter delayed deliveries of cars to clients and impacted quarterly wholesales, but we recovered strongly in the second half of the financial year. The transition to electric vehicles also moved more slowly than expected, which will impact automotive manufacturers facing tighter emissions regulations. That we reached our net debt zero goal is testament to the quality and resilience of our business and the skill of our people.
In FY24/25, we also broke records, achieving the highest ever quarter one and quarter three revenues in JLR’s history, while we also delivered our highest quarter four and full year EBIT margin in a decade. These highlights illustrate that, despite market challenges, our vehicles continue to be highly desirable to clients around the world.
FY24/25 was also a year of significant operational progress for our Reimagine strategy.
As part of our £18 billion investment over five years from, 2024 to 2028, we invested £500 million to transform our Halewood facility for the electric era, with considerable progress in the construction of new facilities for pure‑electric vehicle production already completed.
That news was followed by the announcement that Range Rover’s historic home, JLR’s Solihull plant, is now ready to build pure‑electric Range Rover models alongside internal combustion and plug‑in electric hybrid siblings. This highlights the incredible versatility of our Modular Longitudinal Architecture (MLA) on which Range Rover and Range Rover Sport are built, enabling us to offer powertrains that match the demands of markets around the world.
While our preparations to build electric vehicles reached an advanced stage, we also announced the expansion of our bespoke paint facilities in Nitra, Slovakia and Castle Bromwich, UK, to meet increasing client demand for personalisation across our brands. We have seen demand for our personalised paint options on Range Rover models double in the last three years, as clients look to add their own touch to their luxury vehicles. To support our sustainability strategy, at Castle Bromwich we are installing the latest energy efficient paint technology and filtration techniques to cut power and water use. We will also utilise fully automated spray robots which reduce paint waste versus hand painting methods. The new fully electric paint booth and electric curing ovens at Nitra meanwhile will help to reduce carbon emissions.
In addition, we made a significant technical breakthrough in the closed‑loop recycling of polyurethane seat foam from our used vehicles by successfully reintegrating it back into the production of new seats, a first for the automotive industry. We also joined forces with global tyre manufacturer Pirelli, to use tyres made with sustainably sourced natural rubber across our brands. The tyres are certified by the Forest Stewardship Council (FSC), and JLR will be the first to adopt FSC®‑certified rubber tyres at scale, debuting on the new Range Rover Electric. The commitment will amount to over 250,000 FSC®‑certified tyres per year.
All these steps help ladder up to our aim of being carbon net zero by 2039.
Meanwhile, our luxury brands Range Rover, Defender, Discovery, and Jaguar all had noteworthy years.
We further expanded our Range Rover model lineup with the launch of the new Range Rover Sport SV Edition Two, a collection of five Range Rover Sport SV Celestial models, alongside market‑specific Range Rover Bespoke editions such as the Ranthambore in India and the Candeo in the United States of America. Development of the Range Rover Electric continued at pace with the vehicle being tested on the frozen lakes of Sweden and the deserts of the United Arab Emirates.
And we launched the superlative Defender OCTA, the most powerful and dynamic Defender ever, to widespread acclaim from the world’s media when they test drove it in South Africa.
It was a moment of huge personal pride and excitement to unveil the beautiful Jaguar Type 00 design vision concept to an audience at Miami Art Week, in December. The breathtaking vision concept car drew the attention of almost a billion people around the world and was a bold step towards Jaguar’s new future, returning it to the luxury sector where it has thrived in the past. I have a deep personal connection with Jaguar where I began my career, and I cannot wait to reveal more about the first car, an all‑electric four‑door GT with around 1,000 horsepower.
Our Jaguar TCS Racing Formula E team also returned the brand to success on the racetrack, winning the 2024 ABB FIA Formula E Teams’ World Championship, its first racing title since 1991 and a proud and historic moment for the company.
And this year, we celebrated 35 years of the Discovery. The original team behind Discovery were convinced that there was a gap in the market for a new kind of car for curious, active families who wanted to travel far and wide together.
Our cultural transformation continued this year as we celebrated events including Black History Month, Diwali, and Pride. We published our Diversity, Equity and Inclusion Review which noted that JLR has made great strides in making its workplace more inclusive for everyone, through training, coaching and new policies to support colleagues with different challenges, such as offering those experiencing symptoms of menopause the right to seek support at any time and from day one of their employment.
At JLR, we remain committed to building a workplace where every colleague feels respected and valued. Why? Because it reflects the society we live in and the clients we serve and it delivers better business outcomes. We believe a workplace that is diverse, equitable and inclusive is right for JLR, as well as it being the right thing to do. Our eNPS (employee Net Promotor Score) ‑ a direct reflection of job satisfaction ‑ has risen significantly since we began our transformation. More motivated, engaged colleagues deliver better results for our clients.
This year, it was with great pleasure that we strengthened the JLRL Board with the appointments of Steve Marsh and Russell Leslie as Executive Director Vehicle Programmes and Executive Director Enterprise Quality and Customer Satisfaction respectively. We also welcomed three new executives to the JLRL First Line of Leadership with the appointments of Swarna Ramanathan as Chief Strategy Officer, Andrea Debbane as Chief Sustainability Officer and John Beswick as Chief Transformation & Performance Officer.
We also said goodbye to two members of my team this year: Executive Director of Industrial Operations Barbara Bergmeier, as she took the decision to return to her native Germany after two incredible years transforming JLR’s industrial operations and; François Dossa, Executive Director, Strategy & Sustainability, who returned to his home in Brazil to take up a new position at TCS Latam as Senior Advisor – New Business & Sustainability Director, based in São Paulo. I would like to thank both Barbara and François sincerely for their incredible contributions to JLR.
Finally, with profound sadness, in early October we learned of the passing of Mr. Ratan Tata. His personal achievements and legacy are unequalled in society, and the mark he leaves on our business and brands is greater than that of any other individual.
It was thanks to Mr. Tata’s singular vision that Tata acquired JLR in 2008, and we owe everything we have become since then to his unwavering support and dedication. He led us on an extraordinary journey, inspiring incredible new chapters in our history. Under his generous and trusting guidance, we have felt deeply proud to be part of the Tata story.
Perpetuating the philanthropic story of the Tata family, JLR this year created the JLR Foundation, a charitable foundation dedicated to empowering children and young people to reach their full potential and catalyse positive social and environmental change. JLR is committed to donating millions to the JLR Foundation, pledging up to £2.5 million to support its charitable work in the first year, with plans to increase funding annually as the Foundation grows.
This year has tested JLR, and we have risen to the challenges. Despite headwinds, we have again set new records and demonstrated our company’s underlying strength. This strong and consistent performance, the commitment of our people, partners and clients and the appeal of our luxury brands will support our response to current global economic challenges and the evolving global trade environment.
We also achieved the highest full year profit in a decade. Adjusted EBIT margin of 8.5 per cent for the year was flat compared to the prior year. Profit before tax and exceptional items was £2.5 billion compared to profit before tax and exceptional items of £2.2 billion in the prior year. Profit after tax was £1.8 billion, down from £2.6 billion a year ago (a deferred tax asset of £1.0 billion was recognised in FY2023/24).
- RICHARD MOLYNEUX, CHIEF FINANCIAL OFFICER
We continued to deliver a strong financial performance in FY24/25, despite the headwinds and challenges across the automotive industry. We achieved key milestones, including becoming net cash positive and achieving our first ever investment grade credit rating from S&P Global Ratings Agency (S&P).
Throughout the year, we remained committed to our external guidance for adjusted EBIT margin and net cash, delivering an adjusted EBIT margin of 8.5 per cent and becoming net cash positive for the first time in seven years. In addition, we broke a series of records for the company, including best ever Q1 and Q3 revenue and the highest full year PBT and adjusted EBIT margin in a decade.
Our robust and consistent performance was recognised by S&P and Moody’s, with a two‑notch credit upgrade from S&P to BBB‑ (an investment grade rating) and a one‑notch upgrade from Moody’s to Ba2, both with positive outlook. The improved ratings are a reflection of the company’s continued strong performance.
Wholesale volumes for the full year (excluding sales from our China joint venture) were 400,898, flat in comparison to the prior year. Aluminium supply chain disruptions in H1 impacted our production and consequently our wholesale volumes in that period. Wholesales were also impacted in the full year by the gradual wind down of legacy Jaguar products, many of which had reached the end of their production life by December 2024, ahead of the launch of all‑new Jaguar.
Retail sales (including sales from our China joint venture) were 428,854, slightly lower than the prior year. Retail sales in North America increased due to strong demand for our products in the region. There were challenging market conditions in China, particularly for our locally produced cars ‑ which operate in a highly competitive environment ‑ with retailer insolvencies and credit availability also impacting volumes. We were able to reduce the impact of these challenges by supporting the retailer network and focusing on marketing and sales efforts through the prioritisation of the high‑margin products to improve retailer profitability.
Revenues for the year were £29.0 billion, flat year‑on‑year, despite the supply chain disruptions in the first half of the year, and the wind down of the production of Jaguar.
We also achieved the highest full year profit in a decade. Adjusted EBIT margin of 8.5 per cent for the year was flat compared to the prior year. Profit before tax and exceptional items was £2.5 billion compared to profit before tax and exceptional items of £2.2 billion in the prior year. Profit after tax was £1.8 billion, down from £2.6 billion a year ago (a deferred tax asset of £1.0 billion was recognised in FY2023/24).
Our commitment to our Reimagine strategy and transition to electrification was reflected in the £3.8 billion of investment spend which rose during the year as we get closer to exciting new product launches, including the Range Rover Electric. Throughout the year, we focused on driving brand profitability and elevated our product offering through, for example, the launch of the Defender Octa.
During the year, we repaid £1.2 billion equivalent of debt. In terms of new debt, in December 2024 we took out two loans for ¥1.5 billion each with local banks in China and in early 2025 we signed a new term loan at a value of $650 million. We ended the year with gross debt of £4.4 billion and a global cash balance of £4.6 billion reflecting total cash and cash equivalents, deposits and investments. Our undrawn revolving credit facility (RCF) was refinanced from £1.52 billion to £1.66 billion and available liquidity including the RCF was £6.3 billion at 31 March 2025.
At the start of FY25/26, we implemented a series of short‑term mitigating actions to address the immediate impact of tariffs on the global automotive sector introduced by the US Administration. On 8 May 2025, we welcomed the positive announcement of a new US‑UK trade deal which reduced US trade tariffs on UK auto exports to the USA for a quota of 100,000 vehicles. We continue to evaluate the impact on the business and are developing medium to longer‑term plans to adjust to the new global trade environment.
Our luxury brands have global appeal and our business is resilient. Our priorities now are delivering for our clients around the world and addressing new US trading terms. We plan to continue the strong momentum from FY24/25 and successfully reimagine our exciting future in the year ahead and beyond.
2024/25 IN FOCUS
Reimagine
With sustainability at the heart of everything we do, we aim to achieve our goal of being carbon net zero by 2039 by offering our clients a pure‑electric variant from each JLR brand by the end of the decade.
Through Reimagine, we have delivered the highest full year profit in a decade and achieved our target of becoming net cash positive by FY24/25.
As part of our strategy, we have created a house of four truly exceptional brands: Range Rover, Defender, Discovery, and Jaguar; each with its own DNA, unique interpretation of modern luxury and strategy to become a distinct, desirable and profitable brand.
Under this structure, we elevate the unique characteristics and status of each individual British marque, creating an emotional connection with our clients, from leading by example with Range Rover, to embracing the impossible with Defender, and enjoying family adventures with Discovery.
This past year we launched the fearlessly creative Jaguar brand, truly a copy of nothing.
We also opened the waiting list for our first pure‑electric car conceived under the Reimagine strategy, Range Rover Electric, which stood at 59,867 at the end of the financial year.
The electric future of all our brands is fundamental in our journey to carbon net zero, but it must be delivered at the pace at which different markets electrify around the world. To do this, we have a flexible powertrain strategy enabling us to offer internal combustion, plug‑in hybrid and pure electric powertrains according to the demands of individual markets. Our Modular Longitudinal Architecture (MLA) on which Range Rover and Range Rover Sport are based, offers all three options to clients.
Following the reveal of the Jaguar Type 00 design vision concept vehicle in December 2024, we will unveil the first production all‑electric Jaguar on our dedicated Jaguar Electrified Architecture (JEA), taking another step towards electrifying all our brands by 2030.
Industrial Transformation
Reimagine is also about transforming our facilities to deliver this electrified future. We have completed the first test builds of Range Rover Electric in Solihull, following a considerable investment to upgrade and digitise our production lines ahead of client builds commencing. At Halewood, Merseyside, we are investing £500 million to enable the parallel production of existing internal combustion and plug‑in electric hybrid vehicles with next generation pure‑electric models built on the Electrified Modular Architecture (EMA). Our Electric Propulsion Manufacturing Centre in Wolverhampton is now ready to produce battery packs and electric drive units.
Beyond our products, Reimagine is committed to driving environmental, human and community impact for a truly exceptional business. To do this, our sustainability strategy is divided into three areas: Planet Regenerate, Engage for Good, and Responsible Business.
Planet Regenerate is focused on environmental impacts and includes our climate ambitions, circular economy strategy and emerging plans on nature and biodiversity. We aim to achieve net zero carbon emissions across our supply chain, products, and operations by 2039 with all brands offering pure‑electric options by 2030.
Engage for Good draws upon Tata Group’s 150‑year tradition of social responsibility and community support. Our goal is to set a standard for creating meaningful human and community impact, prioritising care for the environments and communities where we operate with a focus on supporting the most vulnerable and disadvantaged.
Our Responsible Business pillar includes our activity to address Environmental, Social & Governance (ESG) legislation, including developing the right commitments, transparently reporting progress and having effective risk management in place.
Partnerships accelerating Reimagine
A key element of Reimagine is about partnerships with leaders in their field. In a groundbreaking move in China, we are reviving the beloved Freelander brand through a licensing agreement with Chery Jaguar Land Rover (CJLR). CJLR will launch a range of electric vehicles under the Freelander name, initially in China, the world’s largest EV market, with potential for global expansion.
Building on our successes in motorsport, we announced our first foray into Dakar, with Defender OCTA providing the platform for an extremely robust and durable rally specification Defender, which will compete as part of a three‑year FIA World Rally‑Raid Championship (W2RC) campaign, beginning in 2026.
Innovation and Ventures
Through our Open Innovation and Corporate Venture Capital activities, we have established partnerships with a global community of cutting‑edge startups that are shaping the future of mobility, sustainability and industrial innovation.
As the sole OEM investor in CesiumAstro, ChipFlow, and ev.energy, we are playing a leading role in the development and application of novel technologies with automotive and cross industry use cases.
Our investment in CesiumAstro is accelerating the development of advanced in‑vehicle connectivity and high‑performance communication systems, a key enabler for both Software Defined Vehicle (SDV) and future digital experiences for our customers. Partnering with ChipFlow, we are supporting the evolution of open‑source semiconductor design, fostering greater flexibility and efficiency in automotive chip development. Meanwhile, our collaboration with ev.energy is enabling smarter, grid‑responsive EV charging solutions, reinforcing our commitment to sustainability and intelligent energy management.
Alongside our corporate investment arm, InMotion Ventures Studio ideates, incubates, and commercialises new ventures that are strategic to our future.
With its core mission of building new business models that will bring new customers, new sources of revenues and profits, and ultimately increase JLR’s enterprise value, it has thus far successfully incubated two ventures in luxury Mobility Services – Pivotal, a luxury vehicle subscription business, and THE OUT, a luxury car rental business. Built entirely at InMotion Ventures Studio from the ground up, these two businesses exemplify JLR’s robust entrepreneurship and intrapreneurship culture. Through these businesses, we are reaching new demographics of luxury consumers and building more direct relationships with new as well as current clients.
Pivotal and THE OUT have thousands of customers spending up to £2,350 a month on subscription and £1,000 on average per rental, while over 80 per cent of Pivotal customers are new to JLR brands and 20 years younger than the average JLR client. These investments, strategic engagements and JLR‑backed startups exemplify how our innovation ecosystem is driving customer love and technological breakthroughs that align with our Reimagine strategy and the future of mobility.
With Reimagine as our strategy, we continue to transform our global business today for an exceptional, progressive and more sustainable future.
FY24/25 proved the strength of our Reimagine strategy as the company withstood headwinds to deliver profit before tax of £2.5 billion, versus £2.2 billion in the prior year, and achieve our financial goals of 8.5 per cent adjusted EBIT margin and net debt zero. We continued to transform our facilities for electrification; unveiled the reimagined Jaguar brand; continued Range Rover Electric testing; and established the JLR Foundation to empower children and young people to reach their potential.
RANGE ROVER
Celebrating over half a century as the original luxury SUV, Range Rover showcased 55 years of design leadership and future‑facing philosophy with an immersive Futurespective: Connected Worlds at Milan Design Week. This activity followed a multitude of accolades that have cemented the Range Rover brand as a leader in luxury, winning Walpole’s ‘Made in UK’ award at the annual Walpole British Luxury Awards and an inaugural entry into Interbrand’s Top 100 Best Global Brands.
The continued growth and success of the Range Rover brand is confirmed by growth in wholesales for Range Rover and Range Rover Sport by 8.9 per cent and 19.7 per cent respectively, with the brand seeing some of the highest loyalty and client repurchase rates.
This year, Range Rover took major strides towards launching its first pure‑electric model. Client anticipation for Range Rover Electric grew during FY24/25 with the waiting list standing at 59,867 by the end of the financial year. Meanwhile, our engineers tested Range Rover Electric to the extremes, to ensure it delivers as a true Range Rover experience. Our prototypes went to the frozen lakes of Sweden to test elements including the battery, electric drive units and traction control in temperatures as low as minus 40° C. Later in the year, engineers visited the deserts of the United Arab Emirates to rigorously trial its thermal management technologies in temperatures reaching 50° C.
Range Rover also achieved new heights of luxury as we revealed superlative editions of Range Rover SV Bespoke. This included the Range Rover Candeo, the most highly crafted SV Bespoke model to date. Featuring exquisite hand applied paint and 18 carat solid gold badging, Candeo signals the future of SV Bespoke personalisation for Range Rover clients.
We also introduced the Range Rover Ranthambore, our first specially‑crafted vehicle for India. All 12 were sold, signalling the country’s rapidly growing luxury market.
It is for this reason that we also announced we would be manufacturing Range Rover and Range Rover Sport outside the UK for the first time, at our plant in Pune, India, exclusively for the Indian market. The move, which will offer Indian clients shorter wait times and greater vehicle availability, was announced as we opened the doors to our new experiential Range Rover House in the Indian coastal town of Alibaug, an exclusive villa offering guests a curated luxury experience. Range Rover has now hosted a total of 52 Range Rover Houses around the world.
Closer to home, this year Range Rover began an official partnership with the Wimbledon Tennis Championships. This saw an exclusive Range Rover fleet, including extended range plug‑in electric hybrid Range Rover and Range Rover Sport, transporting players, their teams and event officials throughout The Championships.
DEFENDER
Defender continued its era of success in FY24/25 as one of our bestselling models. During the year we launched the new Defender OCTA, the most powerful and dynamic Defender ever, which was driven by global media for the first time to widespread acclaim. OCTA takes Defender into new performance and luxury territory and attracted more than 3,000 orders just after launch.
During the year, we also announced Defender will compete with a works team in Dakar, as part of a three‑year FIA World Rally‑Raid Championship (W2RC) campaign, beginning in 2026. The competition car is based on Defender OCTA, illustrating the vehicle’s extreme robustness and durability.
Defender also headlined as the official vehicle partner of the Glastonbury Festival, the iconic, five‑day music festival in Somerset, UK, where a fleet of 25 plug‑in electric hybrid Defenders chauffeured artists to the stage with their batteries powered only by energy from the onsite solar panels.
In supporting the vulnerable, this year marked 70 years of Defender supporting the work of the British Red Cross and Red Crescent Movement in communities in 50 countries, impacting the lives of over two million people.
Defender and long‑standing partner Tusk also extended their joint commitment to protect endangered species and biodiversity in Africa this year, through an ambitious programme to fund six flagship Tusk partner projects across the continent, with the first three announced in Namibia, Botswana and South Africa.
To close the year, we also announced a new Defender Awards initiative to champion and support small scale charities and nonprofit organisations from seven countries that work on humanitarian and conservation projects at a local level. The award covers four categories: Defenders of the Land, Defenders of the Sea, Defenders of the Wild and Defenders of Humanity, with winning entrants set to receive a £100,000 bursary, a Defender vehicle for front‑line use and mentoring support from community experts.
DISCOVERY
This year, we celebrated 35 years of the iconic Discovery. A product of British ingenuity, it was conceived in the 1980s and unveiled at the 1989 Frankfurt Motor Show.
The original team behind Discovery were convinced that there was a gap in the market for a new kind of car for curious, active families who wanted to travel far and wide together. It was designed to be adept off‑road, whilst providing exceptional levels of comfort and the latest in‑car technology.
Since its inception, Discovery has delivered on this ambition, with innovative early models featuring a stepped roof to accommodate a third row of side‑facing seats, creating space for conversation. Over the years, Discovery has introduced new levels of luxury and comfort, from leather interiors to Air Suspension as standard and now, seamless connectivity for all three rows of the family.
For a decade, Discovery Sport has maintained a reputation for versatility, with seven stadium seats all packaged in a footprint no larger than a five‑seat vehicle. More recently, Discovery Sport was updated with a minimalist interior featuring the latest technology and connectivity, and it was made available as a plug‑in hybrid, combining luxury, adaptability and sustainability.
We know that 50 per cent of Discovery owners love animals, which is why we introduced a Pet Pack in FY24/25, enabling Discovery and Discovery Sport owners to take their four‑legged family members with them, wherever they go. Alongside this, we introduced a Bike Adventures Pack to further facilitate our client’s passions.
JAGUAR
This year marked the beginning of Castle Bromwich’s new future producing body panels for our next‑generation electric vehicles and offering personalised paint options at new SV Bespoke paint facilities. This followed the planned end of production for the current lineup of Jaguar XE, XF and F‑TYPE at Castle Bromwich in the UK, and E‑PACE and I‑PACE in Graz, Austria. Workers at Castle Bromwich came to see the last models rolling off the production line, a poignant moment for the historic plant which made Spitfire aircraft during the Second World War. Jaguar F‑PACE will continue production at Solihull until March 2026 and production in China of the XF‑L, XE‑L and E‑PACE with CJLR will end in September 2025.
As one curtain fell at Castle Bromwich, another was lifted. Core to our Reimagine strategy, announced in February 2021, is the complete reimagining of Jaguar, returning it to its luxury position where it was most successful in the past. Jaguar took its first public steps into this reimagined future with the unveiling of its new brand, and the exuberant Type 00 design vision concept vehicle at Miami Art Week in December. Both were bold and disruptive moments that attracted the attention of over a billion people around the world, building excitement ahead of the first new Jaguar model.
Finally, our all‑electric motorsport team, Jaguar TCS Racing, won the 2024 ABB FIA Formula E Teams’ World Championship. This was Jaguar’s first World Championship win since 1991 and a truly historic moment for the brand, which entered Formula E in 2016.
ENTERPRISE
This year, work to transform our plants for pure‑electric vehicle production neared completion. At our Halewood plant in Merseyside, over one million construction hours have been completed to install EV build lines, hundreds of new robots, and the latest digital technology, as the plant prepares to deliver our first pure‑electric medium‑sized SUVs on our Electric Modular Architecture (EMA), alongside existing Evoque and Discovery Sport models.
Meanwhile after the installation of a new digitised system to convey batteries to the build lines, the first pure‑electric test build Range Rover rolled off the production line of our historic Solihull plant in November. Range Rover will offer clients pure‑electric, internal combustion and extended range plug–in electric hybrid options, thanks to its flexible Modular Longitudinal Architecture (MLA).
In FY24/25, the installation of new build lines at the Electric Propulsion Manufacturing Centre (EPMC) in Wolverhampton was completed. The EPMC will supply Solihull and Halewood with electric drive units (EDUs) and battery packs for our next‑generation pure‑electric vehicles including Range Rover Electric, the new Jaguars and the medium‑ sized SUVs on the EMA platform.
In an industry first in China, we announced that the dormant and much‑loved Freelander brand would be reborn following a licensing agreement with our joint venture partner, Chery Jaguar Land Rover (CJLR). CJLR will offer a portfolio of electric vehicles based on Chery’s EV architecture, exclusively under the Freelander name. Freelander vehicles will initially retail in China, the world’s largest and fastest‑growing EV market, but over time have the potential to retail globally. The move underlines our commitment to China and complements JLR’s existing business in China.
This year, we also deepened our connection with the Tata Group which gives JLR an incredible breadth of talent and knowledge to draw on.
We announced a new partnership with Tata Communications (TCL), which will introduce the TCL MOVE™ platform on our next‑generation electric vehicles, providing continuous 5G connectivity and access to intelligent services across the remotest locations in 120 countries.
As our Open Innovation Programme entered its third year, we announced the launch of a new Open Innovation Hub, in Bangalore, India, to benefit from India’s rapidly growing startup sector. The hub will identify and work closely with startups to focus on deep tech including artificial intelligence, big data and analytics, Internet of Things (IoT), Advanced Driver Assistance System (ADAS) and sensors and devices. The new hub is the fifth to open since our Open Innovation Programme launched in April 2022. The programme has engaged with over 2,500 startups globally, resulting in 33 formal collaborations so far.
Our global tech hubs continued to support the development of connected and autonomous technologies for our next‑generation vehicles this year, and we announced a $180 million investment in our Portland tech hub over the next decade. Engineers in Portland, USA are working on elements of car connectivity to provide a luxury driving experience, including augmented reality parking and head‑up displays, enabling the driver’s phone to act as a key, and V2X systems, enabling vehicles to talk to each other.
ELECTRIFICATION
JLR’s electrification plans would not be possible without its highly skilled people. So it was with great pride that we announced 20,000 JLR colleagues and partners have now been trained under our Future Skills Programme, equipping our workforce with the expertise they need to thrive in the electrified and digital era of automotive. Training is also underway for a further 11,000 JLR manufacturing colleagues, who will be building our next‑generation electric vehicles.
In an expansion of our technical partnerships to support electrification, we signed a multi‑year deal to use Fortescue’s advanced battery intelligence software, Elysia, in future vehicles, starting with the new Range Rover Electric. Fortescue’s Elysia software will help give clients a better ownership experience through faster charging, improved reliability, and increased range.
We have also built an award‑winning intelligent automation, artificial intelligence (AI) and data capability that has driven a real impact for our business. We now have more connected and aligned financial, sales, and operational plans driving more cohesive decision‑making. We have also integrated data from multiple sources into a single platform, which has improved our forecasting accuracy and allows us to better optimise inventory, reduce costs and adapt to changing markets.
One unique example of how we are using AI is through the trial of a new four‑legged robotic assistant named Robodog at our battery build and test facility in Lyons Park, Coventry. The AI‑powered Robodog has become of critical importance, spotting potential operational issues and equipment wear and tear early, ensuring test and development continues to run on schedule.
SUSTAINABILITY AND COMMUNITY
Circularity is a critical part of our approach to addressing environmental impacts beyond tailpipe emissions. This year, we revealed groundbreaking new ways in which our products and equipment will be recycled and reused. All these innovations support our ambition to be a carbon net zero business by 2039.
We announced a new partnership with energy storage start‑up, Allye Energy, to create a Battery Energy Storage System (BESS) to provide zero emissions power on‑the‑go using second‑life Range Rover and Range Rover Sport plug‑in electric hybrid battery packs. Each BESS can store 270kWh of energy at full capacity, enough to power the average UK household for nearly a month.
We have made a significant technical breakthrough in the closed‑loop recycling of polyurethane seat foam from used vehicles by successfully reintegrating it back into the production of new seats, a first for the automotive industry. We are putting the material through its full production process, aiming to test its use at scale in pre‑production vehicles early next year, which is the next step towards rolling out recycled seat foam across our entire range.
At Goodwood Festival of Speed 2024, JLR and Pirelli announced a joint initiative to deploy FSC®‑certified sustainable rubber across its range of luxury vehicles. This makes JLR the first luxury manufacturer to offer this form of tyre across its portfolio of products, with the first set to debut on Range Rover Electric.
As we aim to become a carbon net zero business by 2039, we announced this year a £65 million investment in expanding our special paint facilities in Nitra, Slovakia and Castle Bromwich, UK to meet growing demand for personalised luxury vehicles. At Nitra, the new fully electric paint booth and electric curing ovens will help to avoid carbon emissions, while a new heat exchanger will recover heat from the paint shop flue gas and transfer it into the heating and cooling water production, improving system efficiency. Paint shops are very energy intensive, and they represent one of our biggest opportunities for emissions savings.
Towards the end of the financial year, we established the JLR Foundation, an independent charity with a mission to empower disadvantaged children and young people globally to reach their full potential by supporting access to education, creativity, knowledge and opportunities. Led by Laura Brown and a diverse Board of Trustees, the Foundation builds on our longstanding commitment to education and youth development, aligning with our Reimagine strategy and Tata’s philanthropic heritage. We will donate up to £2.5 million to the Foundation in its first year, rising in future years. The charity will use the funds to award grants to organisations that benefit children and young people by providing resources, education and opportunities to help them to become tomorrow's leaders.
PEOPLE
We are committed to creating a workplace where every colleague feels respected and valued. We want our workplace to reflect our society and the clients we serve, because it delivers better outcomes and business performance. We believe it is also the right thing to do.
We know our policies are the right ones for JLR because our employee Net Promotor Score (eNPS) ‑ a direct reflection of employee job satisfaction – have significantly risen since we began our transformation. More motivated, engaged colleagues deliver better results for JLR and our clients.
This year, we announced a new policy for colleagues experiencing symptoms of menopause. Those affected now have the right to seek support at any time and from day one of their employment. There is no requirement for a medical certificate or other evidence to qualify for leave or workplace adjustments. The policy was developed as part of our commitment to supporting a safe and inclusive workplace that reflects the health and wellbeing of colleagues at every stage of life. It includes flexible working, access to fans, additional breaks, changes to workwear, and sick leave for menopause symptoms.
We recruited 200 undergraduates from diverse and under‑represented backgrounds to work across our UK facilities in FY24/25. The talented undergraduates took up roles throughout July and August across the West Midlands, Halewood and Manchester with skills ranging from manufacturing, electrical and software engineering, design, strategy development and more.
Electrification is also helping us to attract people from diverse backgrounds. Electric vehicle manufacture often requires more process‑oriented approaches rather than intense manual work, making it accessible to a wider range of employees, including those from neurodiverse backgrounds.
And finally, during the year, we reached the proud milestone of having hired 1,500 former servicemen and women since our support for the armed forces began 10 years ago with the signing of the Armed Forces Covenant. We also celebrated 10 years of working in partnership with Mission Motorsport, the Forces’ Motorsport Charity, leading to the us employing an average of 150 veterans a year. The transition into civilian life after finishing a forces career can be challenging, as civilian recruiters may not always fully appreciate military CVs and their unique skillsets. We support veterans by employing a dedicated Armed Forces Engagement Manager, running an Armed Forces Community support network, providing CV and interview advice, and offering prospective colleagues site visits.
Sustainability is at the heart of our transition to be a modern luxury business.
The United Nations Brundtland Commission defined sustainability as “meeting the needs of the present without compromising the ability of future generations to meet their own needs.”
Delivering our products and services in a way that helps to reduce negative impacts on people and the planet, whilst maximising the positive, is a responsibility we take very seriously. Sustainability is a journey which requires engagement and commitment from all areas of our business and from wider stakeholders. Sustainability is not only the right thing to do, but is a key driver of value creation.
Our sustainability strategy is guided by Tata Group’s Project Aalingana as well as the rich history that we and Tata have in giving back to the communities that we touch as a business. Our sustainability strategy comprises three pillars: Planet Regenerate, Engage for Good, and Responsible Business, and is underpinned by our Environmental and Social Policy.
PLANET REGENERATE
Transforming our business across the full value chain
Carbon net zero by 2039
Circular economy and resource efficiency
Nature and biodiversity
ENGAGE FOR GOOD
Acting as a global citizen for sustainable development in the communities and environments in which we operate
Youth futures
Reducing inequalities
Supporting the vulnerable
RESPONSIBLE BUSINESS
Doing business responsibly and with integrity
Safety, health and wellbeing
Diversity, equity and inclusion
Human capital development
Data privacy and information security
Responsible supply chain
Compliance and ethics inc. human rights
Certifications
