Electrification is a major topic in the automotive industry. Can you tell us about JLR's plans for fully electric cars by 2030 and how customers are reacting to this change?
Electrification is the biggest transformation the car industry has been through in generations and that requires significant investment by all players. By 2027, JLR will have invested £15bn in our transformation to deliver fully electric models across all our brands by 2030.
We’ll see the new Range Rover Electric launch soon, and Jaguar will be re-launched in 2025 as a new electric-only brand with prototypes in testing now. It’s really exciting to see our efforts coming together.
Our approach is to prioritize brand identity while integrating technology and innovation seamlessly. For example, Range Rover Electric retains everything our customers love about the brand while being electric. This approach ensures the brand’s core values are preserved even as we transition to electrification.
Customer sentiment towards EVs is shifting and in fact we are seeing different paces of transition in different markets and even different rates of adopting within some markets. We’ve seen a very positive response to our announcement about Range Rover Electric and so far there are over 41,000 sign-ups to the waiting list.
By staying true to our brand identity and emphasizing innovation, we believe we can meet and exceed customer expectations while advancing our electrification goals.
Do you see this as a stepping stone towards your net zero targets by 2039, and how does the Reimagine strategy fit into this?
Our Reimagine strategy is about transformation and has set our vision to become carbon net zero by 2039. It sets to create a new benchmark in environmental, societal and community impact for luxury business.
We've adopted the Science-Based Targets initiative as a framework for our net zero goals and we’re not just looking at our own emissions – the biggest challenge is in addressing the full value chain, our scope 3, and this is where the greatest potential lies.
Our plan involves two main components: tailpipe emissions - all our brands will offer fully electric variants by 2030 - and upstream supply chain emissions. We’re working closely with suppliers to manage their energy transitions and promote carbon-free and recycled materials.
We've also encouraged our key suppliers to set their own science-based targets, aligning their climate plans with ours. This partnership approach ensures that we move towards our net zero targets collaboratively, addressing both tailpipe and upstream emissions effectively.
Are there any new technologies or innovations you're particularly excited about for the near future?
Circularity is a key focus for us, especially being in the luxury segment. We plan to consider end-of-life at the design stage, working with partners to innovate new materials and economically feasible ways to dismantle and reuse components. We're also experimenting now with new business models, such as The OUT, and Pivotal, which offer subscription-based access to different vehicle models, catering to new customer segments.
This approach is not just about vehicle design but also about rethinking mobility. By integrating new materials and innovative use cases, we are paving the way for a sustainable and circular automotive industry. This ongoing experimentation and innovation in circularity are crucial for our future.
Re-use of batteries is another area that holds great potential. Batteries that are no longer usable in a vehicle still hold value for other applications. We have worked in a number of partnerships to create portable energy storage solutions from used batteries, and also on a larger scale to store renewable energy to balance the intermittent production of wind and solar energy with grid electricity demand.
Tell us about the Sustainability Innovation Challenge and how it aims to engage startups and organizations in developing sustainable solutions for the luxury mobility sector.
We have an innovation platform partnership with Plug and Play, which we have utilized for various projects. Recognizing the importance of sustainability, this is one of the primary areas of focus for this platform. This year we set our Sustainability Innovation Challenge serving as a call to action, emphasizing our commitment to transitioning toward a sustainable, modern luxury business. It also aims to engage ecosystems we don't regularly interact with, welcoming new technologies, innovative processes, and partnerships.
We've kept the challenge broad to encourage a wide range of ideas, whether related to circularity, new materials, or innovative business models. Working with Plug and Play allows us to reach a global audience and tap into larger ecosystems, including startups, academia, OEMs, SMEs, and our supplier partner forum. This extensive reach helps us leverage multiple ecosystems to drive sustainable innovation.
How far-reaching do you think sustainability can be in the automotive sector, especially in ways that might not be immediately obvious?
Sustainability in the automotive sector goes beyond just reducing emissions. For example, quieter electric vehicles contribute to noise pollution reduction in cities, which is an aspect of sustainability. The sector must adapt to changing market dynamics and customer needs, offering mobility solutions that fit diverse lifestyles and environments.
Our approach involves understanding and adapting to how different demographics and regions perceive and utilize mobility. Younger generations may not prioritize car ownership but still value access to vehicles. This shift requires us to think creatively about new mobility solutions, balancing sustainability with modern luxury.
Do you see a lack of excitement among younger generations about getting a driver’s license and owning luxury cars? How is this reflected in the market?
While younger generations may not be as eager to own cars or get a driver's license, the aspiration to experience luxury vehicles remains strong. The dream of accessing luxury vehicles persists, though the expression of mobility is evolving. We need to offer different business models that cater to these changing preferences, using data and digital tools to provide personalized, flexible ownership and usage experiences.
For us, it’s also about creating that emotional connection with our customers. Through our luxury brands, we want to build long-standing relationships with our customers through experiences through unique brand worlds our customers want to be part of.
This shift presents opportunities to innovate and offer mobility solutions that align with modern expectations. Combining sustainability with luxury allows us to create new, engaging experiences for a diverse range of consumers. For instance, Jaguar has partnered with Moda Living – UK’s leading Build to Rend developer and operator – to offer an exclusive mobility scheme to their neighbourhoods’ residents in Manchester and Leeds. This includes booking an all-electric I-PACE on demand, inclusive insurance, charging costs, valeting and maintenance.
What is your vision for the future of mobility, and what does the ideal version look like to you at JLR?
Our vision is centered around becoming a house of brands, deeply understanding and delivering luxury. We aim to create a seamless, personalized experience for our customers, aligning with their needs and aspirations.
This involves curating luxury vehicles and brand experiences, with sustainability embedded in every step.
We focus on knowing our customers intimately, understanding their needs, and providing luxury that resonates emotionally. This approach allows us to create a future where luxury mobility is sustainable, personalized, and adaptive to diverse consumer needs and market conditions.
What excites you most about working in the automotive industry, particularly at JLR?
What excites me is knowing what a huge opportunity we have to make a significant impact, to be part of this journey of true transformation.
Working with JLR’s 40,000 colleagues and with our huge and complex ecosystem in a shared vision for a more sustainable future and preparing the company and our customers for that future.
We’re putting ourselves at the forefront. Yes, it’s challenging but equally it’s an exciting time to be part of this industry, to be part of this movement.
