JLR Annual Report 2018 2019 PDF

JAGUAR L AND ROVER AUTOMOTIVE PLC
Annual Report 2018/19

The Red Arrows over Solihull
at Land Rover’s 70th
anniversary celebration
S T R AT E G I C R E P O R T 1
Introduction
THIS YEAR MARKED A SERIES OF HISTORIC MILESTONES
FOR JAGUAR LAND ROVER:
T E N Y E A R S O F T A T A O W N E R S H I P, D U R I N G W H I C H W E H A V E
A C H I E V E D R E C O R D G R O W T H A N D R E A L I S E D T H E P O T E N T I A L R ATA N
TATA S AW I N O U R T W O I C O N I C B R A N D S ;
FIFTY YEARS OF THE EXTRAORDINARY JAGUAR XJ, BOASTING A
LUXURY SALOON BLOODLINE UNLIKE ANY OTHER; AND
SEVENTY YEARS SINCE THE FIRST LAND ROVER MOBILISED
COMMUNITIES AROUND THE WORLD.
T O D A Y, W E A R E T R A N S F O R M I N G F O R T O M O R R O W . O U R V I S I O N I S
A W O R L D O F S U S TA I N A B L E , S M A R T M O B I L I T Y : D E S T I N AT I O N Z E R O .
W E A R E D R I V I N G TO WA R D S A F U T U R E O F Z E R O E M I S S I O N S , Z E R O
AC C I D E N T S A N D Z E R O C O N G E ST I O N – E V E N Z E R O WA ST E . W E S E E K
CONSCIOUS REDUCTIONS, EMBRACING THE CIRCULAR ECONOMY
A N D G I V I N G B A C K T O S O C I E T Y.
TECHNOLOGIES ARE CHANGING BUT THE CORE INGREDIENTS
OF JAGUAR LAND ROVER REMAIN THE SAME: RESPONSIBLE
B U S I N E S S P R A C T I C E S , C U T T I N G - E D G E I N N O VAT I O N A N D
O U T S TA N D I N G P R O D U C T S T H AT O F F E R O U R C U S T O M E R S A
C O M P E L L I N G C O M B I N AT I O N O F T H E B E S T B R I T I S H D E S I G N A N D
E N G I N E E R I N G I N T E G R I T Y.
C U S T O M E R S A R E AT T H E H E A R T O F E V E R Y T H I N G W E D O . W H E T H E R
GOING ABOVE AND BEYOND WITH LAND ROVER, OR BEING
F E A R L E S S LY C R E A T I V E W I T H J A G U A R , W E W I L L A L W A Y S D E L I V E R
E X P E R I E N C E S T H AT P E O P L E L O V E , F O R L I F E .
2 JAG U A R L A N D ROV E R A U TO M OT I V E PLC A N N U A L R E P O RT 2 0 1 8 / 1 9
CONTENTS
S T R AT E G I C R E P O R T F I N A N C I A L S TAT E M E N T S
3 Introduction 98 Independent Auditor’s report to
the members of Jaguar Land Rover
8 Strategy
Automotive Plc
22 Our products, our business
106 Consolidated financial statements
50 Responsible business
106 Consolidated income statement
66 Risk management
107 C
onsolidated statement of
74 Performance comprehensive income/expense
108 Consolidated balance sheet
GOVERNANCE
109 C
onsolidated statement of
84 Introduction to governance changes in equity
85 Leadership 110 Consolidated cash flow statement
90 Effectiveness 111 N
otes to the consolidated
financial statements
91 Accountability
178 Parent company financial statements
93 Investor relations engagement
178 Parent company balance sheet
94 Directors’ report
179 P
arent company statement of
changes in equity
180 Parent company cash flow statement
181 N
otes to the parent company
financial statements
A YEAR OF MAJOR
AWA R D S S U C C E S S F O R
JAGUAR L AND ROVER
232 WON
Introduction
FISCAL YEAR 2018/19

AT A G L A N C E
R E TA I L S A L E S I N C L U D I N G WHOLESALES EXCLUDING
OUR CHINA JOINT VENTURE OUR CHINA JOINT VENTURE
578 , 915 U N I T S 5 0 7, 8 9 5 U N I T S
Fiscal 2018/19: 578,915 Fiscal 2018/19: 507,895
Fiscal 2017/18: 614,309 Fiscal 2017/18: 545,298
Fiscal 2016/17: 604,009 Fiscal 2016/17: 534,746
REVENUE P R O F I T/ ( L O S S ) B E F O R E TA X
AFTER EXCEPTIONAL CHARGES*
£24 . 2B N
£(3.6) B N
Fiscal 2018/19: £24.2bn Fiscal 2018/19: £(3.6bn) / £(358)mn**
Fiscal 2017/18: £25.8bn Fiscal 2017/18:

£1.5bn / £1.1bn**
Fiscal 2016/17: £24.3bn
Fiscal 2016/17:
£1.6bn / £1.4bn**
O P E R AT I N G C A S H F L O W T O TA L I N V E S T M E N T
BEFORE INVESTMENT SPENDING
£2.5BN £3.8BN
Fiscal 2018/19: £2.5bn Fiscal 2018/19: £3.8bn
* Please see note 3 of the financial statements on page 130 for the definitions of profit/(loss) before tax and exceptional items,
operating cash flow before investment and total investment spending. Please see note 4 of the financial statements on page 132
for the detail of exceptional charges.
** Before exceptional charges.
CHAIRMAN’S
S TAT E M E N T
The global automotive industry is witnessing disruptive In the face of these challenges, the business has launched
innovations leading to the industry being in flux and comprehensive programmes to improve operational and
facing significant challenges. Technological changes are financial performance. The two major initiatives – Project
leading to new products and business models including Charge, which is focused on reducing costs, and Project
shared mobility, and autonomous and connected vehicles. Accelerate, which is focused on addressing the structural
Concerns about sustainability are leading governments challenges on product launches – have started to yield
across the world to push for reductions in their carbon results. These are critical interventions and the Company
footprints, encouraging the adoption of electric vehicles. is committed to deliver cost and cash improvements.
These changes, coupled with the geopolitical trade
situation, uncertainty around Brexit and slowdown in the I would like to thank Prof. Dr. Ralf Speth and the
key automotive market of China, have led to a period of employees of Jaguar Land Rover. Over the years, they
uncertainty for the global automotive industry. have contributed significantly to the underlying strengths
of the business, and during this period of uncertainty they
Against this backdrop, Jaguar Land Rover is making are once again committed to turn around the business on
significant investments to develop next-generation a path of sustainable and profitable growth.
products. It has continued to expand its global
manufacturing footprint and invest in skills, training, I remain confident of Jaguar Land Rover’s potential,
design, engineering and mobility services. Over the past driven by the marque brands, superior future-generation
year, the Company has continued to develop award- product portfolio, technical capabilities and the quality
winning products that combine outstanding performance, of its talent, and fully support the continuing organic
quality and technology. The all-electric Jaguar I-PACE has growth of the business. I wish the management and the
been awarded 2019 World Car of the Year, 2019 World team of Jaguar Land Rover a successful turnaround and
Car Design of the Year and 2019 World Green Car, being a prosperous future ahead.
the first car ever to win three World Car titles, along
with being awarded Car of the Year at the European
Car of the Year Awards 2019. This is a gratifying
testament to the superior next-generation car portfolio
of Jaguar Land Rover.
From an operational performance perspective, the last NATARA JAN CH ANDRASEK ARAN
CH AIR MAN
12 months have been challenging for Jaguar Land Rover.
JAGUAR L AND ROV ER AUTOMOTIV E PLC
The Company has faced headwinds from external factors
31 MAY 2019
including slowdown of sales in China and Europe along
with the internal factors of high fixed-cost structures and
high investment leading to cash outflows. These have
resulted in the business reporting a revenue decline this
year and an operating loss.
Introduction
CHIEF EXECUTIVE
O F F I C E R ’ S S TAT E M E N T
In the decade since Ratan Tata acquired Jaguar and Land In anticipating all of these headwinds, we have taken
Rover, we have created an outstanding, award-winning proactive and decisive action through “Charge” and
product portfolio, designed and developed to the highest “Accelerate”, our turnaround and transformation programmes.
standards of engineering integrity by our talented team
We are on course to overachieve on our “Charge” targets,
of pioneers. Every Jaguar and Land Rover vehicle offers a
£2.5 billion of rapid cost and cash improvements. We took
stunning combination of contemporary design, cutting-edge
the difficult but necessary decision to reduce our global
technologies and refined driveability.
workforce. It has made Jaguar Land Rover a leaner, more
In Fiscal 2018/19, we expanded our operational footprint, resilient organisation.
both in the UK and internationally. We opened our first
Through “Accelerate”, we simultaneously drive large-scale
Industry 4.0 manufacturing plant in continental Europe,
systemic and structural change with root-and-branch
at Nitra, Slovakia. Our advanced research and engineering
reviews of all of our processes and working practices.
facilities include significant redevelopment at Gaydon and
Whitley as well as additional technology hubs located in The next chapter in the story of Jaguar and Land Rover will
Manchester, UK, Shannon, Ireland and Budapest, Hungary. be the most exciting – and demanding – in our history. We
The National Automotive Innovation Centre at Warwick lead the ICE-to-ACES revolution in many areas. We were the
provides us with a critical mass of research capability in first to launch a premium electric SUV, the Jaguar I-PACE,
mobility technologies. a vehicle that has won the most prestigious accolades in
the automotive industry: European Car of the Year and an
Our newly opened facilities fulfil the highest BREEAM
unprecedented hat-trick at the 2019 World Car Awards.
standards. Our UK manufacturing operations even achieved
Our product strategy is clear: from 2020, all of our new
Carbon Neutral status one year ahead of our 2020
vehicle models will offer our customers a choice of varying
sustainability targets.
degrees of electrification, from mild and plug-in hybrid to
We maximise the talents of our workforce through the battery electric, as well as advanced electronic architectures
Jaguar Land Rover Academy, which provides lifelong learning and ACES product features.
from recruitment to retirement. Last year, our people
As we transform today for tomorrow, we have a defined
completed almost 1,700,000 hours of training, building the
vision to shape future mobility: “Destination Zero” – zero
skills to seize the opportunities that future mobility presents.
emissions, zero accidents and zero congestion. We harness
The automotive industry faces multiple regulatory, economic new technologies to enable smart integrated mobility and
and geopolitical disruptions and technological challenges, improve lives in the communities we call home. We adopt
unprecedented in nature, impacting us simultaneously. We circular economy principles throughout our product creation
have met the stringent new WLTP regulatory standards. processes, with active reuse and recycling and the application
Extensive public debate around tailpipe emissions, public of innovative sustainable materials. For example, our
health and air quality, coupled with pledges by cities to responsibly sourced interior options include eucalyptus textile.
ban combustion engine vehicles and the introduction of
Fiscal 2018/19 has been a tough year. I would like to take
additional taxation in some countries, has increased levels
the opportunity to thank all who contributed to the acclaim
of customer confusion and reduced diesel’s market share.
and recognition bestowed on our award-winning product
An increasingly protectionist global trade agenda and portfolio. In a volatile world, we create experiences that
ongoing Brexit uncertainty impact our ambitions for people love, for life.
sustainable competitive growth.
The coming year will excite. We bring the long-awaited Land
We have invested intensively to prepare for the move from Rover Defender back into our family. We look forward with a
the internal combustion engine to autonomous, connected, steadfast commitment to continue delighting our customers
electrified and shared mobility – or “ICE” to “ACES” – continuing with more of the most desirable and characterful vehicles in
to refine our clean efficient Ingenium propulsion systems while the world.
at the same time collaborating with high-tech global partners
to spearhead advances in future automotive technologies.
Our financials for Fiscal 2018/19 reflect these external

challenges with lower sales. After three consecutive quarters
of operating losses, we returned to profitability in the fourth
PROF. DR. RALF D. SPETH
quarter, achieving a high positive cash flow. Nevertheless, CH IEF EXECUTIV E OFFICER
we had to report an overall loss for the full financial year and JAGUAR L AND ROV ER AUTOMOTIV E PLC
even write down the carrying value of capitalised assets. 31 MAY 2019
Introduction
Strategy
STRATEGY
10 Our blueprint for success 18 Industry opportunities
12 How our business model 20 Transforming our business:
creates value Charge
14 Operational footprint 21 Transforming our business:
Accelerate
16 Industry challenges
OUR BLUEPRINT OUR PURPOSE
FOR SUCCESS
The Jaguar Land Rover Blueprint represents
who we are and what we stand for –
our purpose, our passions and our values.
People connect with Jaguar and Land Rover,

whether they are employees, customers or
partners. Experiences link our two great
OUR BUSINESS
brands, making memories for life.
D E S T I N AT I O N Z E R O
Our vision is a world of sustainable, smart mobility:

Destination Zero – enhancing the quality of everyone’s
life with zero emissions, zero accidents and zero
congestion through relentless innovation.
O U R PA S S I O N S
O U R VA L U E S
Strategy
EXPERIENCES
PEOPLE LOVE,
FOR LIFE
D E S T I N AT I O N
ZERO
QUALITY I N N O VAT I O N P R O F I TA B I L I T Y
CUSTOMER FIRST
I N T E G R I T Y, R E S P O N S I B I L I T Y, E X C E L L E N C E , U N I T Y, P I O N E E R I N G
HOW OUR Through our proven capabilities

in award-winning design and
BUSINESS MODEL innovative engineering, we create
C R E AT E S VA L U E world-class products and mobility
services that inspire and excite.
INPUTS
Raw
materials
Supply chain
Customer
insights
Skills and
people
Investment
Strategy
We look to maximise value for all of our stakeholders by investing in our

people and our partners and striving to achieve the highest standards
of quality in everything that we do. Our objective is to position Jaguar
Land Rover for long-term, sustainable, profitable growth as we advance
our vision of zero emissions, zero accidents and zero congestion.
OUTPUTS
Innovation and
Technology
Mobility Design and

Services Engineering Experiences
people love,
for life
Customer Strategic
Sustainable,
Service Sourcing
profitable
Network
growth
Reduced
environmental
Global Sales Manufacturing impact
Network Operations
Financial Logistics Stronger

Services communities
O P E R AT I O N A L F O O T P R I N T
Jaguar Land Rover is a British company with global capabilities
in manufacturing and engineering. Our broad reach helps us offer
more models, deal with currency fluctuations and be competitive
everywhere we operate.
UNITED KINGDOM
CASTLE BROMWICH HALEWOOD WOLVERHAMPTON

Vehicle Vehicle Engine Manufacturing Centre
Manufacturing Manufacturing (with EDU assembly from 2020)
JAGUAR F-TYPE RANGE ROVER

EVOQUE
JAGUAR XE
LAND ROVER
DISCOVERY SPORT
HAMS HALL
Battery Assembly Centre
JAGUAR XF (to be opened 2020)
JAGUAR XF
SPORTBRAKE WHITLEY
Global HQ
JAGUAR XJ
SOLIHULL
Vehicle
Manufacturing
GAYDON
Engineering
HQ and Design
RANGE ROVER
RANGE ROVER
SPORT
RANGE ROVER
VELAR
JAGUAR F-PACE
Strategy
S L O VA K I A CHINA
NITRA CHANGSHU
Vehicle Vehicle
Manufacturing Manufacturing
LAND ROVER RANGE ROVER

DISCOVERY EVOQUE
LAND ROVER
DISCOVERY SPORT
JAGUAR E-PACE
JAGUAR XEL
JAGUAR XFL
BRAZIL AUSTRIA INDIA
ITATIAIA GRAZ PUNE

Vehicle Vehicle Vehicle
Manufacturing Manufacturing Assembly
RANGE ROVER JAGUAR E-PACE RANGE ROVER JAGUAR XE

EVOQUE EVOQUE
LAND ROVER JAGUAR I-PACE LAND ROVER JAGUAR XF

DISCOVERY SPORT DISCOVERY SPORT
JAGUAR E-PACE JAGUAR XJ

Range Rover Velar,

Troll’s Ladder, Norway
INDUSTRY Trade
Brexit: In Fiscal 2018/19, the EU region represented a
CHALLENGES fifth of our retail sales and was the source of a significant
proportion of key components. We rely on free and
frictionless trade. Any barriers, including tariffs and delays
The multiple market, geopolitical, at borders, would adversely impact our business. Greater
technological and regulatory headwinds certainty is vital.
facing the automotive industry not
only impact financial performance Our mitigations against the risks of a Brexit no-deal
outcome have included factory downtime and ensuring
but also require us to make significant that buffer production stock is available.
levels of investment.
US tariffs: During Fiscal 2018/19, over 20 per cent of our
China vehicle sales were made in the US. The US Government
The Chinese economy has been slowing, exacerbated is considering a 25 per cent tariff on imported vehicles.
by trade tensions between the US and China, with Given all Jaguar and Land Rover vehicles sold in the US are
weaker consumer demand and the stock market imported, such a tariff would severely impact our business
down. Together, these headwinds contributed to an performance and competitiveness in the US market.
8.3 per cent year-on-year decline in sales across the
Chinese automotive industry. Our retail sales have also Regulatory environment
been impacted by high levels of inventory, intensified Diesel uncertainty: Diesel engines have reduced CO2
competition and low dealer profitability. In response, emissions significantly over the past decade. New
we launched a local turnaround programme in 2018 to diesel engines typically have similar levels of NOx and
rejuvenate vehicle sales in China. We have implemented particulate emissions to their equivalent petrol engines,
a more demand-led “pull” strategy to reduce while achieving up to 20 per cent better fuel economy
discounting pressures, improve dealer profitability and and up to 15 per cent lower CO2 emissions.
protect the premium nature of our brands. We continue
to reduce inventory in-market and explore ways to However, consumer confusion, tightening emissions
improve the experiences of our Chinese customers. We regulations and increasing taxation have impacted diesel’s
have also strengthened local procurement to enhance popularity. As a result, Jaguar Land Rover’s sales of diesel
the competitiveness of our Changshu manufacturing vehicles in the UK and Europe fell by 10–15 per cent in
facility. We are confident about the long-term outlook Fiscal 2018/19. Growing concerns about air pollution
in China and that we are taking the right actions to levels in cities around the world are expected to lead to
realise these opportunities. increasing restrictions and bans, and several countries
have committed to phase out the sale of vehicles with
internal combustion engines altogether.
Strategy
Negative perceptions of diesel have led consumers to Barriers to the widespread adoption of electric vehicles
favour petrol engines, contributing to increased fleet Accessibility: Despite lingering range anxiety, demand
CO2 emissions. We remain on track to deliver a 45 per for electric vehicles (EVs) is growing. However, EVs still
cent reduction in European fleet average tailpipe CO2 represent only a small proportion of total industry sales –
emissions by 2020. We have introduced robust training in 2018, battery electric vehicles accounted for only
to support our retailer network as well as online support 1.3 per cent of all passenger vehicle sales in Europe.
for our customers to help them assess which fuel type – Growth in consumer demand for EVs depends on the
whether that be petrol, diesel, hybrid or electric – is right deployment of adequate charging infrastructure, including
for them and the journeys they make. practical access to private charging points.
Emissions: Changes to the European emissions tests of Affordability: An EV powertrain is three to four times
the Worldwide Harmonised Light Vehicle Test Procedure more expensive than a comparable combustion engine.
(WLTP) in September 2018 made non-compliant models The higher purchase price is in contrast to an EV’s
subject to additional taxes. The changes also increased lower operating costs, requiring a change in consumer
manufacturing costs and caused consumer uncertainty. perspective for the total cost of ownership. Car
manufacturers cannot realise the benefits of scale in EV
Our latest EU6 Ingenium diesel and petrol engines are manufacture until EV volumes rise. The rapid development
among the cleanest in the world. Jaguar Land Rover was of battery and other EV technologies will result in
one of the few car manufacturers to meet the WLTP obsolescence, higher costs and a period of sustained
deadline for type approval of its vehicles, reducing the volatility for the car industry.
operational impact of the emissions test changes.
Decarbonisation of energy: Fossil fuels remain the
A range of our vehicles, including the new Range primary means of power generation in many countries.
Rover Evoque, the Land Rover Discovery Sport and More efforts are required through domestic national
the refreshed Jaguar XE, have all achieved compliance energy policies to decarbonise the energy production
with stringent Real Driving Emissions Step 2 (RDE2) process if 100 per cent emissions-free mobility is to
standards NOx emissions tests well in advance of the be achieved. Nevertheless, we give our Jaguar I-PACE
2020 introduction of RDE2 for all new models. Investing in customers the certainty of zero emissions driving, working
continued refinements and improvements to our internal with power providers to offer 100 per cent renewable
combustion engines remains key to our forward-looking energy which optimises the carbon footprint of our EVs.
strategy, particularly for future plug-in hybrid vehicles.
INDUSTRY The all-new Range Rover Evoque is Land Rover’s first

mild hybrid. The much-anticipated new Land Rover
OPPORTUNITIES Defender, designed and engineered in the UK, will

make its public debut later this year.
Developments in technology are changing Our state-of-the-art manufacturing plant in Nitra,

our world more quickly than at any Slovakia, opened in October 2018, applies Industry
time in history, nowhere more so than 4.0 principles to produce the Land Rover Discovery.
Pilot manufacture of the new Land Rover Defender
in the automotive sector. Autonomous,
started in early 2019. The plant has an annual
connected, electric and shared mobility production capacity of 150,000 units.
(ACES) will transform not just how
people travel but how they live. Steady growth is forecast for premium automotive
industry sales in the US, the UK and Europe over the
coming years, and challenging market conditions in
Our sustained investment in recent years into the
China are expected to ease. This strengthening growth
development of new products and next-generation
coupled with the launch of additional new and refreshed
technologies means we are well placed to capitalise on
models means we are cautiously optimistic about our
the opportunities that a future world of mobility creates.
future growth.
New and refreshed models globally

Electrifying technologies
The take-up of electrified vehicles is increasing. We have
Designed and developed in-house, the revolutionary
introduced a portfolio of electrified products across our
electric Jaguar I-PACE has given us advanced knowledge
model range while continuing to offer a range of ultra-
in electric motor design and lithium-ion battery
clean, efficient Ingenium petrol and diesel engines.
technology. We have over 200 patents pending on this
game-changing electric vehicle.
We are committed to electrify every new vehicle model from
2020. The Jaguar I-PACE, winner of the coveted 2019 World
From 2020, we will begin the manufacture of next-
Car of the Year, World Car Design of the Year and World
generation Electric Drive Units (EDUs) at our Engine
Green Car awards, is the first premium all-electric SUV in the
Manufacturing Centre in Wolverhampton. These EDUs
world. Newly refreshed models such as the Jaguar E-PACE,
will be powered by batteries assembled at a new facility
the Range Rover Velar, winner of 2018 World Car Design of
near Birmingham, UK. Together, they will power our
the Year, and the new model year Range Rover and Range
future battery electric and plug-in hybrid vehicles.
Rover Sport, both with plug-in hybrid derivatives, have
recently attracted new customers to both of our brands.
Strategy
Scalability and flexibility We continue to introduce new driver assistance

Jaguar Land Rover’s family of clean, refined and efficient technologies into our vehicles and are developing more
Ingenium petrol and diesel engines is based around a advanced self-driving technologies in response to legal
modular, flexible and scalable all-aluminium design with frameworks permitting higher degrees of automation.
common features, offering quality and cost efficiency.
There is a choice of three-, four-, and six-cylinder engines Private car ownership, our core business, will continue
and electrification in the form of mild and plug-in hybrid to exist at scale, particularly in suburban and rural areas.
technology systems. However, increased urbanisation and localised transport
policies are driving different patterns and opening up new
In 2020, we will begin the roll-out of our next-generation business opportunities in cities for mobility as a service.
modular architecture (MLA) across our product portfolio. Through InMotion, our venture capital arm, we develop
MLA accommodates a range of propulsion systems transport and mobility solutions. InMotion has invested
comprising conventional engines, hybrids and full battery in Lyft, the successful ride-hailing Company and Voyage,
electric powertrains. This flexible architecture will streamline deploying self-driving cars in private communities.
engineering and manufacturing processes and increase THE OUT is InMotion’s new on-demand premium car
commonality of components across our model range, with rental service, providing London residents access to
the aim of improving quality, reducing cost and increasing Land Rover vehicles.
operational efficiency.
Collaboration is key
The manufacturing flexibility offered by MLA and The technological and regulatory changes in the automotive
Ingenium gives us the speed and responsiveness to industry require significantly higher investment and other
produce what our customers want at the right time. costs at a time of relatively lower returns in the early stages of
adoption and customer acceptance of electrified vehicles. In
Autonomous, connected and shared mobility this challenging environment, wider collaboration is essential
We recognise that in-car experiences must keep pace to share financial and operational risks and can open up new
with the fast-moving technology industry, offering business models and access new customers. This is why we
customers products and services that are simple, intuitive are working with pioneering organisations such as Waymo and
and convenient. Time will become the new luxury in a UK Autodrive to develop and pilot self-driving technologies.
world of autonomous driving.
The National Automotive Innovation Centre (NAIC), located
Jaguar Land Rover’s InControl services and applications, at Warwick University, offers Jaguar Land Rover a critical
including 4G Wi-Fi hotspots and the Remote smartphone mass of research capability in an environment designed to
app, link seamlessly and securely with the outside world and encourage large-scale collaboration with academia, supply
already connect customers to their vehicles from a distance. chain partners and leading technology companies.
TRANSFORMING OUR
BUSINESS: CHARGE
have launched Project Charge in
We £400 million of working capital improvements,
£ with inventory reduced by £800 million since
response to the unprecedented market,
September through actions including improved
technological and regulatory challenges production and demand management enabled
that are impacting our current financial by advanced forecasting and analytics; and
performance. The objective of this
150 million of savings in costs including
£
programme is to identify and implement, labour overhead savings through our workforce
at speed, short-term gains to improve reduction programme.
cost, cash, revenue and profitability.
Paving the way to a sustainable, profitable future
Reducing the size of our global workforce by 6,000 people
Positively charged
is expected to deliver over £400 million of ongoing cost
Through decisive actions, we will reduce investment
efficiencies starting from Fiscal 2019/20, with further cost
spending by £1 billion, improve working capital by
savings expected as Project Charge continues its review
£500 million and make £1 billion of profit growth and
of costs, including commercial, purchasing and marketing
cost efficiencies, all by the end of Fiscal 2019/20.
activities. Project Charge will also maintain a focus on
investment spend and working capital to identify, deliver
Project Charge is on track to achieve its £2.5 billion
and sustain the additional savings necessary to meet our
target with £1.25 billion of benefits already delivered
£2.5 billion target.
during Fiscal 2018/19. These comprise the following:
The cost and cash improvements achieved by Project

A £700 million reduction in investment (of
Charge enable vital ongoing investment into next-
£3.8 billion versus the £4.5 billion originally
generation ACES products and services to deliver
anticipated) following rigorous spend reviews
experiences that people love, for life.
to identify non-core and non-product
investment savings without compromise
to our revenue-generating product plans;
Strategy
TRANSFORMING OUR
B U S I N E S S : A C C E L E R AT E
Jaguar Land Rover’s rapid expansion
Deliver competitive material cost
over the past decade has added
>> “Should Design” and “Should Cost” with benchmarking
complexity to our organisation,
>> Purchase life cycle planning and sourcing
operations and supply chain
>> Customer value-driven tech standards
management. Our response is the
>> Make versus buy
Accelerate transformation programme.

Shaping solutions to deliver long-term Enhance sales performance
sustainable change >> Positioning, pricing and launch approach
Accelerate will make lasting systemic, structural
>> Customer-centric product and features offerings
improvements to our business, building on the
short-term financial gains already being realised >> Customer marketing effectiveness
through Project Charge. >> Customer service and quality perception
>> Fix right first time – rapid diagnosis and issue resolution
There are three key workstreams:
We are also reviewing our organisational design and
On-time, quality programmes business behaviours to improve role and process clarity.
>> Optimised resource planning By evaluating and improving our core systems, our
culture and the ways we work, we will create greater
>> Drive consistency and commonality
efficiency and drive a relentless focus on quality and
>> Step-up risk and change management competitiveness throughout Jaguar Land Rover.
>> Mindset and process discipline
>> Supplier collaboration and quality standards
Our products, our business
OUR PRODUCTS,
OUR BUSINESS
24 Jaguar: Fearless creativity 37 Jaguar XE SV Project 8
26 The award-winning Jaguar I-PACE 38 Range Rover Velar
SVAutobiography Dynamic Edition
28 Jaguar XE: Innovative and
extraordinary 39 Jaguar F-PACE SVR
30 Land Rover: Experiences that 40 Expanding our manufacturing
go above and beyond footprint
32 Land Rover: An iconic brand 42 Our technology hubs
turns 70
44 The road to Destination Zero
34 Range Rover Evoque:
48 Experiences people love, for life
Sophisticated evolution
36 Special Vehicles and Classic
JAGUAR: Industry-leading technology

Our first all-electric model, the Jaguar I-PACE, was
F E A R L E S S C R E AT I V I T Y chosen by an expert panel of 86 prominent global
motoring journalists to be the 2019 World Car of the
Year, World Car Design of the Year and World Green Car
Jaguar’s heritage of elegant design,
– an unprecedented treble. To date, the I-PACE has won
innovative engineering and ground- more than 60 awards. Designed to take full advantage
breaking technology has excited and of its electrified powertrain and bespoke aluminium
delighted the world for over 80 years. architecture, the I-PACE combines SUV practicality with
sports car performance.
Today’s world-class Jaguar family comprises the award-

In Fiscal 2018/19, we introduced intuitive technology,
winning XE, XF and XJ saloons, the dramatic F-TYPE
the latest convenience systems and enhanced
sports car, the F-PACE performance crossover – the
connectivity to the Jaguar XE. Smart Settings technology
fastest-selling Jaguar ever – the E-PACE compact SUV
uses artificial intelligence to learn the preferences of
and now I-PACE, the all-electric SUV putting Jaguar at
individual drivers and adjusts seat, mirror, audio and
the forefront of the electric vehicle revolution.
climate settings automatically.
XJ
XF SPORTBRAKE
XFL
F -T Y P E
XF
F -T Y P E
CONVERTIBLE
XEL
XE
Decades of sporting heritage Design, luxury and refinement

Since the reveal of the XK120 in 1948, sports cars have The Jaguar E-PACE is the latest model to feature Adaptive
been integral to Jaguar’s heritage, with the F-TYPE Dynamics to improve ride comfort, handling response
being the culmination of this rich lineage. To celebrate and body control. This technology monitors vehicle
70 years of Jaguar sports cars, we introduced the F-TYPE movements every 2 milliseconds and calculates the
Chequered Flag Limited Edition. Based on the F-TYPE required damping force every 10 milliseconds to respond
R-Dynamic Coupé and Convertible, and available with instantly to the driver’s inputs and road surface changes.
powerful four- and six-cylinder engines, the Chequered
Flag features a range of subtle visual enhancements to In Fiscal 2018/19, we revealed the new Chequered Flag
the exterior and to the driver-focused “1+1” cabin. editions of the XF Saloon and XF Sportbrake, with design
elements including special side-vent badging, Gloss Black
Jaguar also commemorated 50 years of its flagship XJ alloy wheels, R-Sport seats and Dark Hex aluminium
luxury saloon by creating a once-in-a-lifetime drive of all instrument panelling. The 300 SPORT and Chequered Flag
eight XJ generations from the Jaguar Castle Bromwich special editions have also been added to the World Car
Assembly Plant to the Paris Motor Show, where the of the Year- and World Car Design of the Year-winning
model made its world premiere in 1968. The journey F-PACE range.
was completed by 26 global media, covered 521 miles
and took in significant locations such as Jaguar Classic,
Goodwood Motor Circuit and Le Mans.
I - PA C E
F - PA C E
E - PA C E
The Jaguar I-PACE is one of the safest and most

THIS YEAR’S HIGHLIGHTS innovative vehicles on the road today. It offers an engaging
drive, everyday usability and a unique balance of agility,
T H E AWA R D - refinement and comfort.
WINNING The model embodies the innovation that puts Jaguar Land
Rover at the forefront of the electric vehicle revolution.
J A G U A R I - PA C E In April 2019, the I-PACE became World Car of the Year
at the New York International Auto Show, also taking the
Nothing else looks or drives like World Car Design of the Year and World Green Car titles.
the I-PACE.
State-of-the-art capability and charging
IN FOCUS The Jaguar I-PACE’s 90kWh lithium-ion battery and two
light, compact and efficient electric motors deliver sports
inner of over 60 awards, including
W
car performance of 0–60mph in 4.5 seconds and a range
2019 European and World Car of the Year
of up to 292 miles (WLTP). It charges from 0–80 per cent
World’s first truly premium electric SUV in just 40 minutes using 100kW rapid charging. Extensive
round-breaking cab-forward design, engineered
G energy efficiency technologies including regenerative
from the ground up for electric architecture braking and battery pre-conditioning help make the most
ightweight aluminium body and integrated battery,
L of each charge. I-PACE fleets are already in operation
delivering exceptional stiffness as taxis in Munich, where their capability is being tested
around the clock. Vehicle data from every journey is
eading-edge safety, connectivity and driver
L
logged, and this wealth of information on real-world use
assistance features
is helping our engineers to develop even more efficient
future electrified vehicles.
The navigation system takes account of topography and Leading the way with intelligent safety systems
driving style to plot the most energy-efficient route, while The Jaguar I-PACE has achieved the maximum five-
the Smart Climate feature can heat or cool just the area star Euro NCAP rating and offers leading-edge safety
around each occupant to minimise energy consumption. In technologies include Adaptive Cruise Control with
Fiscal 2018/19, we launched Go I-PACE, an app that helps Steering Assist, Autonomous Emergency Braking with
customers to calculate potential cost savings and battery Pedestrian and Cyclist Detection and a 360° Parking
use and includes functionality for finding charging points. Aid. A unique Audible Vehicle Alert System also warns
vulnerable road users when the vehicle is approaching –
Sustainable from inception a system that was tested in conjunction with UK charity
The I-PACE’s design has sustainability at its core. The The Guide Dogs for the Blind Association. Pedestrian
vehicle’s lightweight aluminium body with integrated safety is further enhanced by a deployable bonnet system.
battery frame delivers the highest torsional rigidity of
any Jaguar yet. As we develop our recycling capability Seamless data-driven connectivity
through our REALITY research and development With InControl technology, drivers can enjoy secure 4G
collaboration, we will incorporate into new vehicles connectivity, while the vehicle’s hundreds of intelligent
increasing amounts of recycled material from existing sensors improve the driving experience by learning about
Jaguar and Land Rover vehicles, including pre-production user preferences. Software-over-the-air updates ensure
I-PACE prototypes. that the Jaguar I-PACE continuously improves over time
and provides drivers with updates to their infotainment
Highlights of the body design include industry-first use system, telematics unit and battery charging capability.
of aluminium forgings and Jaguar-first applications of
post-form heat treatment to increase the strength of
the aluminium alloys used in crash-critical areas.
IN FOCUS
THIS YEAR’S HIGHLIGHTS
nhanced look with advanced all-LED headlights
E
and tail-lights
JAGUAR XE: ll-new interior featuring beautiful details and

A
premium materials
I N N O VAT I V E A N D
ew technologies from all-electric Jaguar I-PACE,
N
EXTRAORDINARY
including self-learning Smart Settings and
Touch Pro Duo infotainment system
The new Jaguar XE, launched in egment-first ClearSight interior rear view mirror
S
February 2019, is a complete package of for outstanding rear visibility
progressive design, innovative technology ightweight aluminium-intensive body and

L
efficient Ingenium engine technologies
and extraordinary driving dynamics.
It is engineered to be the best-handling
compact executive saloon.
Advanced aerodynamics in a contemporary design are available, including powerful 300PS and 250PS petrol
With all-LED exterior lights and a new bumper profile, engines and a 180PS 2.0-litre diesel engine that returns up
the XE’s contemporary design lends it an even more to 57.6mpg. The diesel is also compliant with the stringent
assertive stance. At the same time, larger front apertures, RDE2 standards.
bold graphics and muscular forms allude to the vehicle’s
advanced aerodynamics. Designed for safety, comfort and convenience
The beautifully crafted all-new interior features extensive
Driving performance and environmental innovation use of soft-touch materials, premium veneers and door
The new Jaguar XE’s lightweight aluminium-intensive body trims that improve usability and practicality. The Jaguar
construction, with double wishbone front and integral link XE’s Touch Pro Duo infotainment system, shared with
rear suspension, delivers agile handling, precise steering the I-PACE, provides instinctive control over key vehicle
and excellent safety. Rear-wheel-drive powertrains deliver functions. Wireless device charging and clever Smart
trademark Jaguar handling, feel and balance, while the Settings technology also make their first appearance
advanced all-wheel drive system with Intelligent Driveline in the XE alongside the first-in-segment ClearSight
Dynamics automatically distributes torque between the interior rear view mirror. Unhindered by poor light or rain,
front and rear axles depending on the driving style and the system provides a high-definition video feed to the
conditions. Three clean and efficient Ingenium engines frameless rear view mirror.
L AND ROVER: Greater choice of power

Advanced design and technology have made the
E X P E R I E N C E S T H AT G O world’s finest SUVs even more efficient. Alongside the
A B OV E A N D B EYO N D Range Rover and Range Rover Sport plug-in hybrid
electric vehicles (PHEVs) that went on sale last year, we
have introduced a mild hybrid electric system (MHEV)
Land Rover is the world’s combined with an all-new Ingenium in-line six-cylinder
favourite SUV brand. Since 1948, engine. The 48-volt hybrid system ensures efficiency, with
more than 7 million have been sold the beautifully balanced straight-six format delivering
peerless refinement. Effortless power comes from
in over 100 countries. Each Defender,
combining electric superchargers with turbochargers,
Discovery and Range Rover model with the electric power filling in the torque curve for
in our line-up defines its sector and is immediate response. This new addition is at the cutting
testament to decades of innovation. edge of powertrain technologies and shows the flexibility
of our modular Ingenium family.
Our pioneering spirit and industry-
leading expertise in all-terrain The new powertrain debuts in the Range Rover Sport HST, in
technologies put Land Rover at the 400PS guise, with customer deliveries imminent. And from
forefront of future mobility. 1 May 2019, the order books opened for the Range Rover
3.0-litre in-line six-cylinder Ingenium petrol engine.
Further additions to the Ingenium family will arrive later

in 2019, with the addition of a three-cylinder format
that will power the new Range Rover Evoque and Land
Rover Discovery Sport. The new Premium Transverse
Architecture (PTA) that underpins the vehicles has been
DISCOVERY
RANGE ROVER RANGE ROVER SPORT

engineered to make the most of the new compact and Customers love the world’s most versatile compact “5+2”
lightweight powertrain. The three-cylinder will also be SUV, the Discovery Sport, for its combination of unrivalled
available as a plug-in hybrid, making it one of the first all-terrain capability, flexibility and versatility for up to
three-cylinder PHEVs in the segment. seven people with 24 possible seat configurations.
Luxury and performance The new Discovery Sport has been updated with the
Building on the Range Rover Velar’s elegant modern design, latest user-friendly technology and more efficient,
the SVAutobiography Dynamic Edition heightens the luxury electrified engines offering “go anywhere” enhancements.
and comfort of the world’s most beautiful mid-size SUV. The innovative Terrain Response 2 technology ensures
The supercharged 5.0-litre V8 petrol engine delivers 550PS, you can wade rivers, climb mountains and explore places
while enhanced SV brakes have outstanding stopping other SUVs cannot reach, while the new PTA delivers
power. The special edition offers optimised aerodynamics greater comfort and surpasses the most stringent global
and cooling and optional diamond-turned finish wheels. safety requirements.
SVAutobiography Dynamic Edition retains the all-terrain Next-generation refinement

capability, traditional refinement and comfort customers The second-generation Range Rover Evoque, revealed
expect from a Range Rover, with an even more rewarding in November 2018, is also based on our new PTA. Under
and engaging driving experience. the skin, the vehicle is a technology revolution, setting
new standards in the segment for refinement, capability
Premium capability and sustainability. The recognisable design has evolved.
The latest updates strengthen the Land Rover Discovery’s A modernist exterior is combined with a luxurious
status as the ultimate family SUV. The 3.0-litre diesel technology-rich interior, with new materials crafted
engine offers excellent performance and efficiency. New from eucalyptus, wool and recycled plastics.
Clear Exit Detection safety technologies protect occupants
and other road users, helping occupants to exit the vehicle
safely when there is oncoming traffic or other hazards.
DISCOVERY SPORT
RANGE ROVER VEL AR RANGE ROVER EVOQUE

First debuting at the Amsterdam Motor Show in 1948,

THIS YEAR’S HIGHLIGHTS Land Rover is the story of the utility vehicle that defined
the world’s favourite 4x4 and pushed the boundaries
L AND ROVER: of exploration. The brand connects people who have a

passion for adventure with the purposeful innovation
AN ICONIC BRAND TURNS 70 that characterises our family of vehicles.
Today’s models trace their roots directly back to the original

In Fiscal 2018/19, we celebrated Land Series I Land Rover conceived by the Wilks brothers. 70 years
Rover’s 70th anniversary, recognising have equipped us to deliver the finest off-road and all-terrain
capability. Land Rovers have become some of the world’s
the incredible people, vehicles and
most iconic vehicles – carrying essential relief in emergencies
technologies that have contributed to and disasters and being at the heart of epic adventures.
the brand’s ongoing success.
Land Rover vehicles are designed for adventure – and few
expeditions are more adventurous than the Dakar Rally. So,
it was appropriate that the first car home in the inaugural
Paris–Dakar Rally, back in 1979, was a Range Rover. Since
inception, our vehicles have combined rugged strength,
performance and go-anywhere capability, making them the
first choice on countless journeys to some of the world’s
harshest environments.
Line in the Snow Sixteen iconic Land Rovers from the past seven decades
To launch the celebrations, an outline of a Land Rover drove in procession to kick off the weekend. Among the
Defender was imprinted 2,700m up in the French Alps. vehicles on show was the Red Cross Land Rover Discovery,
This was tribute to the moment when the engineering built as a disaster relief command centre, displaying the
director of Rover, Maurice Wilks, first sketched the shape innovative technology that helps to save lives worldwide.
of the original Land Rover in the sand of Red Wharf Bay.
This original drawing has stood the test of time, continuing Within the crowds was 97-year-old Fred Bostock, who
to be recognised as the Defender from then until today. was reunited with two historic vehicles he worked on: the
Series I HUE 166 and the famous missing prototype 7.
Celebrating Land Rover at 70 around the world
Events took place around the world, showcasing the
extraordinary work our vehicles perform, including:
SEVEN DECADES OF LAND ROVER
treets of Solidarity, Red Cross, Milan: Helping the
S
homeless by carrying supplies and acting as mobile
1 9 4 8 Land Rover Series I launched at the
consulting rooms, Land Rovers are used by the Amsterdam Motor Show
volunteers of Milan Red Cross to provide support to
those who need it most. 1 9 7 0 Original two-door Range Rover (the Classic)
goes on sale
he Land of Land Rovers, West Bengal, India: Dating
T
from 1957, 42 Land Rovers provide vital transportation 1976 1,000,000th Land Rover built
for the people in the remote settlement of Sandakphu,
1 9 8 9 Land Rover Discovery, the third Land Rover
highlighting the lasting capability of our vehicles. model, goes on sale
Land Rover Fest 2 0 1 0 Range Rover Evoque, the world’s first luxury
compact SUV, makes global debut
A weekend-long festival in Solihull, UK saw thousands
of employees, neighbours, community partners and 2 0 1 8 Global unveiling of next-generation Range
brand enthusiasts coming together to honour 70 years Rover Evoque
of Land Rover.
Ground-breaking mirror technology

THIS YEAR’S HIGHLIGHTS In a world first, cameras in the front grille and door
mirrors project to the central touchscreen, giving a virtual
RANGE ROVER 180-degree view in front of and underneath the vehicle.

The ClearSight Ground View helps navigate difficult urban
EVOQUE: or rough terrain, while the new smart interior rear view
mirror can also transform into a high-definition screen,
S O P H I S T I C AT E D E V O L U T I O N offering better visibility.
Designed, engineered and manufactured Connected everywhere

The first Range Rover with Smart Settings artificial
in Britain, the next-generation Range
intelligence, the vehicle remembers and predicts the
Rover Evoque, revealed in November driver’s preferred temperature, media settings and
2018, sets new standards in refinement, commonly dialled numbers according to the time or day
capability and sustainability. of the week. The vehicle also has native integration with
Apple CarPlay and Android Auto.
IN FOCUS
Sustainable luxury
ew Premium Transverse Architecture (PTA) for a
N
The way we make our vehicles and the materials that go
smooth and quiet ride
into them is of vital importance to everyone at Jaguar
elf-learning Smart Settings and state-of-the-art
S Land Rover. The use of recycled and natural materials
Touch Pro Duo infotainment in the new Evoque along with the addition of hybrid
ward-winning, world-first ground view technology and
A powertrains not only enhances its appeal but also
high-definition rear view mirror underpins our approach to sustainable luxury.
vailable with Land Rover’s first mild hybrid electric
A
(MHEV) powertrain, which harvests energy for Jaguar Land Rover is Carbon Neutral certified for our
improved fuel economy and reduced emissions UK manufacturing, and we have put sustainability at the
heart of the new Evoque. The Evoque is built with up to
33kg of natural recycled material from post-consumer
The capability to go anywhere
or post-industrial sources, such as a durable wool blend
Combining all-terrain capability with on-road composure,
by Danish experts Kvadrat, and Dinamica® suedecloth,
the new Evoque delivers improved performance, safety
created from recycled plastic.
and stability. The Evoque is based on our new mixed-
metal PTA platform, which offers front- and all-wheel-
Finishes also include our first plant-based textile,
drive setups and also handles petrol, diesel, MHEV and
Eucalyptus Melange, which is sustainably sourced and less
PHEV powertrains.
water-intensive than similar natural fibres. In addition, the
Evoque features our first technical performance material,
Smoother driving
UltrafabricsTM polyurethane, which is 50 per cent lighter
The new Range Rover Evoque was created from the
than leather and has anti-microbial and -odour properties.
outset around electrification. Its smooth and efficient
four-cylinder Ingenium diesel and petrol engines feature
48-volt mild hybrid systems, with an even more efficient
three-cylinder Ingenium petrol plug-in hybrid joining the
range later this year.
Road adaptability
Intelligent sensors on the new Evoque continuously monitor
road conditions, adjusting dampers to give a composed ride
regardless of terrain or surface, while Driveline Disconnect
disengages drive to the rear wheels when cruising to
reduce frictional losses and improve fuel economy.
SPECIAL The Jaguar Land Rover Classic team is dedicated to

preserving and restoring our motoring heritage. Historic
VEHICLES AND car specialists offer vehicles, services, genuine parts and
knowledge to customers worldwide, as well as the best
CLASSIC possible restoration facilities located at Classic Works,

a 14,000m2 hub including space for 480 vehicles at any
The passionate people at Special Vehicles one time.
(SV) produce halo vehicles that magnify

We also draw on our history to create stunning vehicles,
the core attributes of our strongest-ever including Reborn restorations, the ground-breaking
brand portfolio. electrified Jaguar E-type Zero concept, all-new
Continuation Jaguar D-types and the Land Rover
Based at SV Technical Centre in Warwickshire, UK, a Defender Works V8 70th Edition.
team of 500 work across 40 engineering bays to deliver
stunning, tailor-made and bespoke-designed vehicles,
including limited-run collectors’ editions.
JAGUAR XE SV
PR OJ EC T 8
Our tradition of pushing the
boundaries of design, engineering
and craftsmanship continues with the
new Jaguar XE SV Project 8.
The 600PS supercharged V8-powered saloon is the

most powerful road-legal Jaguar ever made and
holds fastest production saloon records at circuits
worldwide, including the Nürburgring Nordschleife,
Laguna Seca, Portimão and Dubai Autodrome. The
Project 8 is the second Collectors’ Edition, produced
in a maximum run of 300.
RANGE ROVER VEL AR

S VA U T O B I O G R A P H Y
DYNAMIC EDITION
The Velar SVA Dynamic Edition is With a 550PS 5.0-litre V8 supercharged engine, the
vehicle is capable of accelerating from 0–100km/h in
the newest addition to the SV line-
4.4 seconds (0–60mph in 4.2 seconds) and reaching
up. Building upon the world’s most 274km/h (170mph), without compromising on traditional
beautiful mid-size SUV, this vehicle Range Rover refinement and comfort.
gains more performance, luxury
The vehicle has a range of design enhancements,
and exclusivity.
optimised aerodynamics and improved cooling
performance. Uprated brakes and suspension sit
alongside bespoke calibrations for everything including
the transmission, steering, powertrain and safety settings.
The F-PACE SVR joined the F-PACE line-up for the 2019
THIS YEAR’S HIGHLIGHTS model year, featuring a 550PS, 680Nm 5.0-litre V8
supercharged petrol engine and capable of 0–100km/h in
JAGUAR 4.3 seconds (0–60mph in 4.1 seconds), with a top speed

of 283km/h (176mph).
F - PA C E S V R The F-PACE SVR features bespoke suspension,

aerodynamic enhancements and new lightweight 21- and
The Jaguar F-PACE has been critically 22-inch alloy wheels to accommodate uprated brakes.
acclaimed across the world and our
performance SUV has more than A Variable Valve Active Exhaust system ensures the
supercharged V8 engine delivers a soundtrack to match
70 international awards to its name. its performance.
Inside, the Jaguar F-PACE SVR offers slimline sports seats

featuring the SVR logo, while the Sport Shift Selector
underlines the SUV’s sports car-influenced character.
THIS YEAR’S HIGHLIGHTS G L O B A L E X PA N S I O N
2 0 1 1 Started contract manufacturing in India

E X PA N D I N G O U R 2 0 1 4 Opened Chinese joint venture
M A N U FA C T U R I N G
FO OT PR I N T
2 0 1 6 Opened plant in Brazil
2 0 17 Started contract manufacturing

While the heart and soul of our business in Austria
is in the UK, a balanced global footprint
2 0 1 8 Opened plant in Slovakia
enables us to remain competitive.
International manufacturing brings Jaguar Land Rover Shop floor visualisation tools and smart-screens
closer to our customers: we can tailor our vehicles enable immediate problem-solving. We are also
according to regional requirements. For example, we piloting the use of blockchain, a technology that has
designed the Jaguar XEL and XFL specifically with our the potential to securely link every part of our supply
Chinese customers in mind. chain to a new digital network.
The opening of our factory in Slovakia is a key milestone Our 300,000m2 Nitra operation is the first in Europe
in our globalisation programme. Our Nitra facility, to use the Kuka Pulse carrier system, which is 30 per
the culmination of four years of planning, opened in cent faster than conventional conveyance systems.
October 2018.
To ensure sustainable and efficient operations,
Lean, efficient and sustainable manufacturing the plant has been designed to achieve BREEAM
This state-of-the-art plant applies Industry 4.0 principles Excellent accreditation and includes water-saving
with the introduction of smart, connected manufacturing devices and LED lighting.
technologies to improve process efficiency and
delivery throughout.
OUR GLOBAL ENGINEERING HQ

G
AY D O N ,
UK
OUR The location of our design and engineering centre,

Gaydon’s facilities include extreme hot and cold climate
TECHNOLOGY testing, on- and off-road test tracks, a large anechoic
HUBS
chamber and our Virtual Innovation Centre.
Since 2017, the site has undergone significant expansion

Driving technological innovation is and redevelopment to create an industry-leading
at the heart of everything we do. innovation hub for future vehicle technologies. We are
centralising our global design, engineering and purchasing
Jaguar Land Rover’s engineering
activities at Gaydon to ensure closer functional
headquarters at Gaydon collaborates collaboration and introduce increased efficiencies across
with our technology hubs around the all of our product development programmes. The modern
world, harnessing the specialist skills campus will officially reopen later this year.
in each centre of excellence.
JAGUAR LAND ROVER 2

TECH HUBS
1
1 Shannon, Ireland:
Software engineering 3
2 Manchester:
Software engineering 4
3 National Automotive
Innovation Centre (NAIC):
Warwick Manufacturing
Group (WMG)
4 InMotion, London:
Innovation
5 Portland, Oregon:
Software engineering
6 Budapest, Hungary:
Vehicle engineering
7 Shanghai, China: GAYDON
Localisation Engineering HQ
OUR HUBS
HANNON, IRELAND
S L
O N D O N , U K
S O F T WA R E E N G I N E E R I N G INMOTION VENTURES
Our Shannon hub creates the technologies to support InMotion, Jaguar Land Rover’s venture capital arm, works
electrification and self-driving features. The facility with a growing portfolio of start-ups in the urban mobility,
contains a 3,000m2 engineering workshop featuring travel and outdoor sectors. Studio 107 is InMotion’s
25 individual vehicle development bays. incubator, developing own-brand mobility services.
M A N C H E S T E R , U K P
ORTLAND, USA
S O F T WA R E E N G I N E E R I N G S O F T WA R E E N G I N E E R I N G
Opened in 2018, our centre in Manchester develops Our Portland facility leads research into new open
Jaguar Land Rover’s mobility service technologies. software technology to enhance our connected
car offering.
ARWICK, UK
W
N AT I O N A L A U T O M O T I V E B
U D A P E S T, H U N G A R Y
I N N O VAT I O N C E N T R E ( N A I C ) VEHICLE ENGINEERING
Opened in Fiscal 2018/19, the NAIC is a state-of-the-art In 2019, we will open a new technical engineering
collaboration hub designed to accelerate development office in Budapest to support vehicle testing at our
of future automotive technologies. The building, named Nitra manufacturing facility and the management of
after the late Professor Lord Bhattacharyya, is home to our our European supply chain.
advanced engineering research function. Our experts work
alongside academics, suppliers and leading technology S
HANGHAI, CHINA
companies to collaborate on future mobility projects. L O C A L I S AT I O N
Jaguar Land Rover’s advanced design division is also Our highly qualified Chinese engineering team provides
located at NAIC, using industry-leading digital systems deep insight into the local automotive market. Helping
to enable faster design development and ideas sharing. to deliver Jaguar Land Rover’s autonomous, connected,
electrified and shared mobility (ACES) strategy, it
continuously identifies pioneering ways to adapt
consumer digital trends for use in our vehicles.
6
5
7
T H E R OA D TO ero accidents: Every year globally 1.3 million people die

Z
in car accidents, equivalent to eight jumbo jet crashes per
D E S T I N AT I O N day. Autonomous technologies can prevent these deaths.
ZERO ero congestion: Transport infrastructure across many

Z
countries is reaching its limits. Take central London,
where the average speed of traffic is 7.4mph. Intelligent,
Our ambition is to make our societies networked transport systems offer the solution, with a
safer and healthier, and our environment future generation of system-level innovation.
cleaner. We call our vision for tomorrow’s
mobility Destination Zero. Our self-driving future
We have built a reputation for world firsts and
breakthrough innovations throughout the long histories
Zero emissions: In 2018, battery electric vehicles of our two iconic brands. This gives us a competitive
accounted for only 1.3 per cent of all passenger vehicle advantage in understanding the needs and requirements
sales in Europe. It is government incentives and policies for autonomous vehicles.
and advances in electrification technologies that will
aguar, the creator of the world’s first disc brake in
J
drive consumer take-up of zero emissions vehicles.
1953, is an industry leader in aluminium lightweighting
However, 100 per cent emissions-free mobility requires
and closed-loop recycling.
the decarbonisation of the entire energy production
process. Modern clean, efficient combustion engines and Rover is streets ahead of the competition, with
L
have significantly reduced emissions and will continue 70 years of off-roading experience supported by
to play a role as we transition to a future world of extensive know-how and patented technologies, such
electric mobility. as Dynamic Stability Control and the industry-leading
Terrain Response.
Through the UK Autodrive collaboration, we are trialling Through our long-term strategic partnership with Waymo,
next-stage self-driving technologies, both on the test we exchange learning and expertise about autonomy and
track and on complex, busy routes in UK cities. Prototype are integrating Waymo self-driving technology into Jaguar
self-driving Range Rovers can already communicate with I-PACE vehicles. Currently being tested in San Francisco,
traffic lights, handle vehicle hazards and park themselves CA, an initial 20,000 I-PACEs will join Waymo’s driverless
while protecting pedestrians and other road users. fleet and serve a potential 1 million trips daily.
Working in partnership with cognitive psychologists, Environmental advances in materials science

we have researched and tested “virtual eye pods” that In the world envisaged by Destination Zero, future vehicles
indicate to pedestrians that their presence has been will be constructed with sustainable self-repairing new
detected and beam intent information onto the road, to materials, stronger and lighter than ever before. At Jaguar
evidence turning, slowing or accelerating. This research Land Rover, we take a “whole systems thinking” approach
looks into the trust in autonomy for our self-driving future. in the design, sourcing, manufacturing and recycling of our
vehicles, balancing aesthetics with ethics to deliver the
We are testing the Green Light Optimal Speed Advisory industry-leading benchmark for future sustainable materials.
(GLOSA) system, a new vehicle-to-everything (V2X)
technology designed to communicate with traffic We use natural fibres and premium recycled materials
lights to find the optimum driving speed that minimises to reduce the environmental impact of our processes.
the need for vehicles to stop at junctions. Reducing The new Range Rover Evoque interior features eucalyptus
harsh acceleration and sudden braking brings positive textile made from 30 per cent natural wool fibres
environmental benefits, improving air quality. alongside polyurethane fabric, providing a durable yet
lightweight sustainable material.
Creating a tranquil sanctuary inside our vehicles Understanding our customers’ needs
Smart and connected technologies within our vehicle Our goal is to meet the ever-changing demands of our
cabins can improve our customers’ wellbeing. We customers. Increasingly, connected technologies generate
offer configurable ambient interior lighting and Driver data that can be mined for the benefit of our customers,
Condition Monitors, providing early warnings for drivers whether advising to reroute through traffic or detecting
to take a break. We are exploring a range of wellbeing potholes. We take the safety of personal data seriously.
features, including the use of ultraviolet (UV-C) light We carry out extensive research to understand the
technology to help stop the spread of bacteria and needs, routines and habits of all of our customers. Our
harmful viruses, a prerequisite for a world in which intelligent Go I-PACE app uses artificial intelligence to help
customers will increasingly use shared modes of transport. customers understand how the electric Jaguar I-PACE
would fit into their lifestyle.
Over 70 per cent of travellers suffer from motion sickness.
Jaguar Land Rover engineers are creating technologies The Midlands: The new valley of mobility
that can react and adapt for optimal passenger wellness, We are a key stakeholder in the UK Faraday Challenge,
particularly relevant to travelling in a self-driving vehicle. established to make the UK a centre of excellence for the
An algorithm-generated “wellness score” calculates research, development and scale-up of future battery
susceptibility to motion sickness, enabling the system to technologies. The new Battery Industrialisation Centre, to
recommend how the vehicle should be driven, as well as be located close to our headquarters in Coventry, will lead
adjusting settings within the cabin, reducing car sickness by the scale-up activities, providing the opportunity to trial
up to 60 per cent. We have already collected 15,000 miles advanced battery manufacturing processes.
of motion sickness data, which has helped us develop a
baseline of requirements for self-driving vehicles.
The West Midlands will be the UK’s first multi-city testbed Studio 107, InMotion’s incubator, came online in 2018.
for 5G high-speed connectivity, vastly improving access Its aim is to help Jaguar Land Rover develop own-brand
to information. mobility services that let the Company quickly trial,
test and launch new products that meet evolving
The National Automotive Innovation Centre (NAIC) is consumer demands. Its offerings include Carpe, an
creating a collaborative environment for innovative unlimited, all-inclusive car subscription model aimed
research. We are also testing predictive algorithms for the at high-mileage drivers, and THE OUT, an on-demand
future of autonomy in the new Smart City Mobility Centre, premium car rental service.
located at Warwick University.
InMotion Ventures: Targeting new forms of mobility

Jaguar Land Rover is passionate about smart mobility
beyond our own business, which is why we are developing
and supporting new ideas and services in the broader
urban mobility sector.
Our venture capital arm, InMotion Ventures, backs start-ups

that have the potential to change the way we travel.
InMotion invests in urban mobility and travel and in Fiscal
2018/19 expanded its reach to include start-ups offering
active outdoor experiences. We have seen exceptional
developments and breakthroughs in these sectors.
EXPERIENCES e gather customer service insights from our retailers

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in 143 markets. We also visit customers at home and
PEOPLE LOVE, at work to learn about who they are, how they live and
FOR LIFE
the role their vehicles play in their lives.
Thanks to the creativity of our customers, we often

We put our customers first. Our co-create ideas with them. Examples include:
commitment to excellence sits at the arger and smarter stowage, including door bins,
L
hidden compartments and compartmentalised
heart of everything we do to deliver
console storage;
outstanding vehicles and services.
Accessories for dog owners;
Larger screens; and
Listening to customers at every opportunity
etention of switches, buttons and dials for customers
R
At Jaguar Land Rover, customer involvement begins at the
who want physical controls.
earliest stages of vehicle conception:
Our customer insights team collects and analyses A premium retail experience
feedback from our customers, which our designers, Our ARCH retail corporate identity is designed to excite
engineers and product managers use to inform our customers and create memorable experiences of our
decisions and improvements. New high-level insights businesses and brands.
are shared Company-wide on a weekly basis.
We talk with our customers through Customer Encompassing the entire retail space, ARCH:
Advisory Boards and private online communities. ffers crisp, modern, beautifully presented design
O
language that enhances Jaguar and Land Rover;
Builds brand awareness and recognition;
Is scalable enough to support small facilities through to omplex issues analysis: opening a new Diagnosis
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statement sites; and Centre within MIRA;
ses an internal layout that supports sales, aftersales
U scalation of priority issues: gaining insights from
E
and service processes. “Voice of Market” reports issued by our Customer
Service department; and
Focus on quality aster resolution: establishing engineering support
F
Jaguar Land Rover is committed to delivering superior presence in key markets. These measures have
vehicles and services. enabled Jaguar Land Rover to meet Real Driving
Emissions (RDE2) standards ahead of time for several
Product quality and customer service transformation of our vehicles.
are key components of our Accelerate transformation
programme, designed to deliver long-term operating
efficiencies and enhance customer satisfaction. A P P LY I N G C U S T O M E R F I R S T I N S I D E
OUR BUSINESS
Working with teams across the Company, we have Our employees are our customers too, so we have
developed a new vision and purpose for quality at Jaguar adopted our Customer First Principles as business
Land Rover. The vision identifies strategic imperatives for behaviours throughout Jaguar Land Rover. These
achieving the highest quality throughout the product life principles are the following:
cycle and for maximising satisfaction and loyalty at every
Transparent
single customer touchpoint.
Personalised
We have made significant investments into issue Make me feel special
detection and the speed of resolution, including: Easy to do business with
arranty transformation: using predictive analytics
W Dependable
technology to detect customer issues faster;
RESPONSIBLE
BUSINESS
52 Acting with responsibility 58 Advancing environmental
innovation
54 Creating value beyond
our boundaries 60 Embracing the circular economy
56 Developing technology for good 62 Enhancing education, skills
and wellbeing
ACTING WITH
RESPONSIBILITY
Our customers care about the world around them. As It is this commitment that drives our continuous
do we. Our company and our portfolio of vehicles have investment into our people and our wider communities.
never been more sustainable. From our impact on the
environment and use of the world’s precious resources, We know the value of the resources within our cars
to the way we engage with communities and individuals and our operations. It is our goal to make sure we use
across the globe, responsibility is at the core of who we those resources to help build a better society, a cleaner
are and what we do. environment and to drive sustainable, profitable growth.
It is a belief we share entirely with the Tata Group.
P R O G R E S S TOWA R D S O U R 2 0 2 0 G OA L S
I N C R E A S I N G LY Ensure our vehicles are among the All-electric Jaguar I-PACE launched
S U S TA I N A B L E leaders for tailpipe CO2 emissions with zero tailpipe CO2 emissions
CHOICES FOR
OUR CUSTOMERS Reduce European fleet average tailpipe On track
CO2 emissions by 45% vs 2007 levels
Introduce electrified powertrains From 2020 all our vehicles will

have the option of electrification,
including full battery electric, plug-in
hybrid and mild hybrid variants
REDUCED Carbon Neutral manufacturing Gained Carbon Neutral certification

E N V I R O N M E N TA L operations at our UK manufacturing and
FOOTPRINT product development sites
ACROSS OUR
BUSINESS Zero waste across our operations Achieved zero waste direct to landfill
from our UK manufacturing sites
30% reduction in key environmental Delivered a 29% reduction in the

impacts over vehicle life cycles vs 2007 global warming potential of our
global vehicle fleet over the product
plan life cycle vs 2007
Reduced water use by 23% per
vehicle built in the UK vs 2007 levels
Key sustainable sourcing criteria All tier one suppliers are expected
applied to all purchasing decisions to be compliant with the ISO 14001
environmental management
standard, or equivalent
A WIDER Create jobs, train our workforce Jaguar Land Rover remains the UK’s
CONTRIBUTION and offer learning to our biggest car manufacturer, employing
TO SOCIET Y communities through the just over 40,000 people globally
Jaguar Land Rover Academy (at 31 March 2019)
The Jaguar Land Rover Academy
delivered 1,689,147 hours of training
for employees in Fiscal 2018/19.
15% of our workforce are actively
working towards a formal academic
or professional qualification
Deploy our engineering expertise This year our employees committed

to solve societal problems through over 75,000 hours through our
technology, recycling, waste volunteering programme, supporting
management and emissions a diverse range of charity and
reduction programmes community partners
Key On track Completed

Responsible business
D E S T I N AT I O N Z E R O –
OUR RESPONSIBLE FUTURE
Our responsible business imperatives drive us towards
Destination Zero:
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C R E AT I N G VA L U E B E Y O N D
OUR BOUNDARIES
Supporting our neighbours and local communities,
contributing to the economies around us and
ensuring a transparent, resilient supply chain
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DEVELOPING TECHNOLOGY
FOR GOOD
Tackling key challenges facing society and
changing the future through technology
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A D VA N C I N G E N V I R O N M E N TA L
I N N O VAT I O N
Reducing the environmental impact of our business
across the product life cycle
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EMBRACING THE
CIRCULAR ECONOMY
Efficient resource consumption, to do more with less
by closing the loop on precious materials, recycling and
reusing our waste and materials wherever we can
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E N H A N C I N G E D U C AT I O N ,
SKILLS AND WELLBEING
Our future depends on our people, which means
attracting and retaining the best, developing talent and
skills, and supporting inclusion and diversity
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Volunteering our time
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range of charity and community partners.

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In Fiscal 2018/19, 22 per cent of Jaguar Land Rover
C R E AT I N G VA L U E employees donated their time and skills to a range of
BEYOND OUR
local community organisations. In total, they donated
75,318 hours.
BOUNDARIES
This year, Jaguar Land Rover supported over 2.2 million
Our global social impact programme delivers people through our projects, volunteering hours and gifts
environmental and social benefits, from far-reaching in kind totalling over £7.4 million.
education programmes to supporting disaster resilience.
Helping grow healthy food for the community
Jaguar Land Rover China Children – Youth Dream Fund Jaguar Land Rover Solihull has partnered with Gro-Organic,
Since 2014, the Jaguar Land Rover China Children and an award-winning social enterprise, to create an allotment
Youth Dream Fund has helped hundreds of thousands producing food for the local community. Now in its second
of young people to realise their potential. Launched in year, the project brought together 30 of our volunteers,
partnership with the China Soong Ching Ling Foundation, who contributed 270 hours of work to clean and prepare
the Dream Fund is designed to build brighter futures, the land. Company-branded moss boards are removing
especially for underprivileged children. In 2018, we carbon monoxide from the atmosphere, and young people
launched the programme’s second phase, which focuses receive valuable employability and life skills training. The
on creative education, social care and China–UK cultural project has already provided 20 boxes of fresh food to the
exchanges, extending the project’s reach to more than local community and will continue to contribute through
500,000 young people. food banks, schools and churches.
Delivering shared value in Nitra one suppliers are expected to be ISO 14001 certified, or
During Fiscal 2018/19, Jaguar Land Rover employees equivalent. We uphold the highest environmental and
donated almost 500 volunteering hours to complete a social standards as identified in our Supplier Sustainability
series of social impact projects in Nitra, Slovakia, the Guide and make this clear to all of our tier one suppliers
home of our newest manufacturing facility. Working in our guidelines.
with the city council, they helped renovate public spaces
and buildings. This included creating Nitra’s first-ever Like other automobile manufacturers, our supply chain is
therapeutic sensory room, where children with visual highly complex. We will build on the knowledge we have
impairments and other disabilities can play, relax developed through the 75 per cent of our component
and enhance their wellbeing. We have also delivered suppliers who submit their sustainability performance
education programmes, including our Jaguar Primary measures to the Achilles data management system.
Schools Challenge and Land Rover 4x4 in Schools
Technology Challenge, to inspire the next generation of Helping improve the natural environment in Brazil
engineers. We have also created an endowment fund that In Brazil at the commencement of manufacturing
will ensure our long-term support for local projects to operations Jaguar Land Rover planted an area of
benefit the city and its people. trees covering 1 hectare on its land, as part of
efforts to recreate the natural Atlantic forest of the area.
Responsible business verification We are now embarking on planting another hectare of
This year we received a Silver score from EcoVadis for trees on land we own. Collectively this will cover an area
our sustainability performance, including the impact the size of approximately three football pitches. Jaguar
of our supply chain. The business sustainability ranking Land Rover is embedded in the state refuge of the middle
measures environmental, social and governance activities, Paraíba do Sul River working group, supporting the
supporting our overall third-party verification plans. protection of endangered species, maintenance of water
resources, ecological restoration and management of land
Working with our suppliers use and educating local inhabitants of its importance.
Close collaboration with our suppliers is vital to the
success of Jaguar Land Rover. We maintain a sustainable,
resilient supply chain wherever we operate, and all tier
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of the key challenges facing society – from pollution and
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climate change to the revolution in mobility.
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Supporting Red Cross disaster relief projects
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Land Rover’s global strategic partnership with the
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International Federation of Red Cross and Red Crescent
DEVELOPING
Societies (IFRC) is one of the world’s longest-standing
humanitarian partnerships. We have supported the
TECHNOLOGY organisation for more than 60 years, through disasters and
FOR GOOD in some of the world’s harshest and most remote locations.
Our rich history of capability has proved to be the

Both Jaguar and Land Rover have long histories of
perfect match for the IFRC’s needs. The proven all-terrain
innovation. At the heart of the Jaguar Land Rover
technologies inherent to Land Rover vehicles help the
business is Destination Zero, our vision for a future world
organisation to carry out its vital work in some of the
of zero emissions, zero accidents and zero congestion.
world’s toughest conditions. Recently joining the support
We are channelling our talent, ideas and innovation to
line-up is our unique Land Rover Discovery, designed as a
use technology to drive improvements and tackle some
mobile command centre and added to the Austrian Red
Cross emergency response fleet in 2018. The Discovery Taking that further, our engineers have developed a door
is equipped with state-of-the-art communications that opens automatically when the driver approaches.
equipment and an advanced drone with thermal The prototype is being tested on the Range Rover Sport
imaging camera. It can reach remote disaster zones in and uses motion sensors and existing keyless entry
all conditions, immediately improve response times and to detect the driver and open automatically as they
support emergency coordination. approach. On-board radar sensors stop the door swinging
into objects.
Our worldwide partnership with the Red Cross has funded
20 humanitarian projects in 25 countries since 2013, Once inside, the driver can close the door using a button,
reaching over 1.1 million people. without needing to lean back out to reach the handle, or
control doors from the infotainment system. The door,
Designing for disability which can also be programmed to close and lock as the
One sixth of the global population is registered with a driver leaves, will benefit many disabled people as well as
disability, while medical advances and extended lifespans those with children or carrying heavy loads.
mean many global populations are ageing. Our vehicles
already include features that can dramatically improve
usability for people with limited mobility.
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We have reduced our global operating CO2 emissions per
vehicle by 50.7* per cent versus 2007.
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O U N DA R I E
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We continue to purchase 100 per cent renewable,

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zero carbon electricity at our UK sites**, as well as our

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manufacturing plant in Slovakia. Solar panels at our

UK engine and product development plants and our
A D VA N C I N G Changshu, China plant provide over 11MWh electricity-
E N V I R O N M E N TA L generating capacity annually. In addition, our Itatiaia plant
I N N O VAT I O N in Brazil benefits from purchased electricity generated

from renewable sources, primarily hydro power.
Our future relies on finding ways to be more environmentally Reducing vehicle emissions
efficient. We continue to systematically reduce our impact Through the introduction of more electrified products
by assessing our footprint across the whole life cycle and and the relentless innovation of our Ingenium petrol
value chain of our products. Globally, we have already and diesel powertrains, we continually seek to reduce
doubled production while halving emissions from our tailpipe CO2 emissions. We are on track to deliver a
manufacturing sites. 45 per cent reduction in European fleet average tailpipe
CO2 emissions by 2020 versus 2007.
This focus on improvement has delivered significant
milestones, most recently our Carbon Neutral status in Between 2007 and 2017 we reduced our European fleet
the UK. average tailpipe CO2 emissions by 36.1 per cent.
To future-proof our business, we are using science and data All Jaguar and Land Rover models comply with the
to define our sustainability goals beyond 2020, aiming to standards required by the Real Driving Emissions (RDE)
deliver more targeted improvements in our environmental testing procedure, and some new models, such as the
performance by 2025 and beyond. We report our progress latest Range Rover Evoque in its D150 manual front-wheel
transparently, informed by leading sustainability framework drive trim, already meet the stringent RDE2 specification.
the GRI (Global Reporting Index) Core standard. From January 2020, RDE2 will require vehicles to emit
80mg/km NOx or less. The Evoque is the first luxury
Decarbonising our operations and portfolio compact SUV to achieve this standard.
Working with carbon experts the Carbon Trust, we have
verified our UK manufacturing and product development
sites as Carbon Neutral from April 2017 to March 2018.
* Due to volume increase, cleaning of the grid mix and efficiency improvements in UK, Austria, China joint venture and Brazil plants.
** Excluding our small, leased office facilities.
Since 2010, low-friction engine designs have helped CO2 emissions for UK operations (tonnes)
cut real-world NOx emissions by 90 per cent, reducing
380,362
emissions during warm-up, while the exhaust injects 364,325
337,370
AdBlue fluid into exhaust gases, converting them into
harmless nitrogen and water. Combined with efficient 268,909
Diesel Particulate Filters that trap 99.9 per cent of soot,
our current Ingenium engines comply with the strict
Euro 6d-Final standard.
The introduction of mild hybrid electric vehicle

technology further reduces emissions by capturing
energy during deceleration. We have also added smart FISCAL FISCAL FISCAL FISCAL
2015/16 2016/17 2017/18 2018/19
Active Vanes to the Range Rover Evoque, which help
the engine reach operating temperature sooner and Data is based on our operations in Solihull, Halewood, Castle Bromwich,
Gaydon, Whitley and our Engine Manufacturing Centre.
when cooling is not required, such as in steady-state
Data is based on the UK grid conversion factor.
cruise, to reduce drag by up to 14 per cent. Active
Operational CO2 performance includes purchased gas and electricity.
Vanes will soon be rolled out to other Jaguar and
Land Rover products.
CO2 emissions for overseas manufacturing (tonnes)
Increasing water efficiency Overall our absolute CO2 emissions have reduced versus last year, despite
the addition of data from our Changshu and Graz facilities. Operational
We know the importance of water security to our
CO2 emissions have decreased over the plan period primarily due to
business, suppliers and communities – we all rely improvements in external grid factors and reduced volumes.
on good-quality fresh water. We are reducing our
total potable water withdrawal by focusing on how
much water comes into our operations and using it 75,692 83,897 80,658*
more efficiently.
N/A
For each car we build in the UK, we have already FISCAL FISCAL FISCAL FISCAL
2015/16 2016/17 2017/18 2018/19
delivered a 23 per cent reduction in operating water
use, to 2.79m3 per car, versus our 2007 baseline. Data is based on our operations in China, Brazil and Austria.
Operational CO2 performance includes purchased gas, electricity and steam**.
* Austria data included from this year.
** Steam only in China.
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EMBRACING THE
CIRCULAR ECONOMY
As early adopters of circular economy principles, Jaguar

Land Rover has long recognised that “take, make, waste” CUTTING LOOSE FROM
SINGLE-USE PLASTIC
processes threaten the availability of natural resources
and materials upon which we all depend. Traditionally, suppliers would send us parts covered
in a protective layer of plastic. Our business paid to
Aluminium is a key component of our manufacturing dispose of it. Employees at Solihull created a process
process and vehicle design. Our latest project, REALITY, to tackle excessive single-use plastics that has
builds on long-standing work such as 2016’s REALCAR improved the site’s environmental credentials, saved
initiative and finds pioneering ways to recover aluminium money, improved health and safety and increased
from end-of-life vehicles to build next-generation models. morale on the line. We have prevented more than
The process, developed in conjunction with Innovate UK, 1,100,000m2 of plastic going to waste.
is currently being tested on Jaguar I-PACE prototypes.
Bringing circularity into the vehicle life cycle, we are Where the team has removed excessive plastic
recovering and reforming aluminium from used vehicles from the workplace, they have created a better
and giving it a second life in new models. alternative. Working closely with suppliers, they
have developed bespoke packaging, which is not
We are a sector leader in the application of aluminium only easier to recycle but also makes unpacking on
closed-loop production. Working with our suppliers, the front line less time-consuming.
we reuse up to 75 per cent recycled content in our
aluminium alloy grades, from the scrap generated from
body pressings.
Between September 2013 and March 2019,

316,000 tonnes of closed-loop scrap were reprocessed
into lightweight aluminium-intensive architectures. This
year alone, 74,215 tonnes were reprocessed, and we
continue to use this approach across all applicable car lines.
Moving towards zero waste

We do not send any waste direct to landfill from our UK Sustainable materials in our vehicles
manufacturing and product development sites. This year Life cycle assessment helps us compare performance
we have reviewed our global packaging requirements, to characteristics of a range of raw materials and understand
clarify the opportunity for waste reduction in each region. the full environmental impact of our vehicles. We have
developed a range of high-tech, high-performing materials
Tackling the issue of single-use plastic for our interiors, including a durable wool blend by Danish
Plastics pose one of the biggest challenges, but also experts Kvadrat and Dinamica® suedecloth created from
opportunities, for the wider adoption of circular economy recycled plastic bottles.
thinking. To date, we have removed 14 million single-use
items from across the business, including disposable cups Crates to Classrooms
and vehicle part packaging. We have replaced customer The brainchild of Jaguar Land Rover employees at our
magazine plastic bags with biodegradable polylopes. Pune facility, Crates to Classrooms has donated more than
700 desks to seven schools local to the plant. Now in its
fourth year, the team enlists the help of a local carpenter
to upcycle used pallets and crates into desks for
disadvantaged children. The project contributes towards
our circular economy objectives and has so far benefited
more than 1,000 students.
* Data applies to UK manufacturing, Engine Manufacturing Centre, Gaydon,

Whitley, Changshu, Itatiaia and Graz facilities.
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Primary School Challenge, enabling 6–11-year-
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olds to research, design and create model cars;
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The Land Rover 4x4 in Schools Technology Challenge,

O U N DA R I E
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for 11–19-year-olds to build advanced all-terrain radio-

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controlled vehicles and code autonomous vehicles;

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pprenticeships leading to NVQ3 qualifications and

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ENHANCING University of Warwick Applied Engineering degrees;
E D U C AT I O N , S K I L L S 2-week and 12-month paid placements for degree

1
AND WELLBEING students; and

Two-year graduate programmes across the Company.
Jaguar Land Rover Academy Furthering Futures

The Jaguar Land Rover Academy is founded on the principle of This is an exciting new campaign, launched by Jaguar
lifelong learning. All employees, regardless of age, background Land Rover in Fiscal 2018/19, to inspire talented female
or career stage, can take advantage of the Academy, and STEM students to pursue innovative, creative careers.
340 of our employees are currently being sponsored to Challenging outdated stereotypes, the campaign presents
achieve an academic degree or higher qualification. young women with an in-depth look at careers in the
automotive sector, as well as opportunities to meet
Education programmes pioneering women from the business and hear their
Our science, technology, engineering and maths (STEM) inspirational stories.
education programmes offer pupils and teachers the
opportunity to demonstrate their creativity and skills
and learn about engineering:
JAGUAR LAND ROVER ACADEMY PERFORMANCE IN FISCAL 2018/19
1 , 6 8 9,147 206 340

Total hours spent on learning Number of apprentices recruited People currently on academic sponsorship
programmes for bachelor’s degrees
28 ,955 212 or higher
Number of people trained Number of undergraduates
who joined 110 , 8 6 3
1 ,112 E-learning courses completed
Average number of hours spent 2,685
learning by each employee People completing the Great Line 4 4 ,937
Manager programme Classroom sessions completed
286
Number of graduates recruited 622
People completing the Mental Health
Awareness for Managers programme
The Furthering Futures event attracted 80 female A-level mployee networks – eight employee-led networks
E
and undergraduate students from across the UK. This was are now active, including our Gender Equality Network,
followed by the launch of our apprenticeship application LGBT Network, and BAME and Black Professionals
route for female A-level students. Networks;
upporting LGBT employees – our LGBT Network
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Promoting diversity in engineering attended Birmingham Pride in May 2018, and in
We are committed to fostering a diverse, inclusive culture October, we were proud to mark the 30th National
that is representative of our customers and the society Coming Out Day across all our UK sites;
in which we live. We believe in a culture where every
nconscious bias training – launched to help
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employee is comfortable being their authentic selves and
employees identify and understand their own
have made significant progress in the past year.
biases; and
Our work to build a diverse workforce includes: I ncreasing gender diversity – we run specific
education, apprenticeship and undergraduate
Supporting ex-armed forces personnel – we are
programmes to encourage more women to study STEM
proud to be a signatory to the Armed Forces Corporate
subjects and pursue engineering careers.
Covenant. We want to be the employer of choice for
ex-armed forces personnel and we are a passionate
sponsor of the Invictus Games;
The proportion of female managers at Jaguar Land

Rover has trebled to 17 per cent since 2011. We invest 2 0 1 8 G E N D E R PAY G A P R E P O R T –
KEY POINTS*
in leadership development for women in senior positions
through our partnership with The Pipeline. In the past four More early-career females have been recruited.
years, seven employees have completed the Top Flight 15 per cent of Jaguar Land Rover’s engineering
programme and 53 have attended the Leadership Summit. apprentices are female, compared to the national
A new alumni network, launched in December 2018, enables average of just 4 per cent.
those who attended the Summit to share best practice and 36 per cent of total apprenticeship recruits were
ideas and to support other women in the business.
female and, for the first time, we recruited more
women (55 per cent) than men to our advanced
apprenticeship programme.
Our female workforce has increased by
18.5 per cent.
1.3 percentage point increase to our gender pay
A
gap and a 0.6 percentage point increase to our
gender bonus gap.
* All figures referenced during the 2018 Gender Pay Gap period,
April 2017–April 2018.
Risk management
RISK
MANAGEMENT
68 Our approach to risk
70 Our principal risks
O U R A PPR OAC H TO R I S K
We endeavour to manage and monitor risk factors that could
impact our plan for long-term sustainable growth.
Defining risk • The Risk Management Committee provides oversight of current

Risks are uncertain events that could materially impact organisational and emerging risks at a detailed level, which are reviewed against
objectives – negatively for threats and positively for opportunities. acceptable levels of exposure.
We recognise that risk is inherent in all business activities and must • Principal risks and exceptions are regularly reported to the Audit
be balanced when assessing returns. Successfully managing risk is Committee, to assist in the decision-making process and ensure
therefore key to realising our strategic objectives and the long-term adequate controls are in place to protect the organisation.
sustainable growth of our business. Enterprise risk management
(ERM) is used as a system to identify, assess, manage and continually Risk management
monitor and report on key risks that could affect our business. We work to achieve an informed understanding of our tolerance for
risk when delivering our overall business plan and pursuing value-
Responsibility for risk enhancing opportunities. In doing so, we are mindful that the objective
The Board of Management is ultimately responsible for the of risk management is not necessarily to eliminate risk, but to ensure
management of risks within Jaguar Land Rover, while the wider that exposures falls within predetermined levels of acceptability and
organisation is responsible for the proactive day-to-day management control. The ultimate goal of risk management within Jaguar Land
and control. Rover is to continually assess the control environment to prevent and
• The Board of Management reviews our key risks to monitor the build resilience against any internal or external uncertainties, both
progress of remediation actions. anticipated and unforeseen.
OUR RESPONSIBILITY FRAMEWORK
JAGUAR L AND ROVER AUTOMOTIVE PLC BOARD
BOARD OF MANAGEMENT AUDIT COMMITTEE
RISK MANAGEMENT COMMITTEE
F I R ST L I N E SECOND LI NE TH I RD LI NE
O F R I SK D E F E NCE O F RI SK DEF ENCE OF RI SK DEF ENCE
Control of risks Oversight and confirmation of controls Independent controls assurance

Business operations risk management ERM and oversight functions Internal audit
Risk management
OUR FRAMEWORK FOR RISK MANAGEMENT
Creating and sustaining value through ERM The environment in which we operate is dynamic, as are the
The ERM framework helps us to identify new and evolving risks and risks we face
opportunities so we can understand and manage uncertainties that We plan for certain known changes to the industry and the external
may materially impact our business objectives. This supports informed environment while remaining sufficiently flexible for unknown events
decision-making to enable future value creation and preserve value that are inherently difficult to anticipate. Managing the changing
through routine operations. The ERM framework is also an effective operating environment and being resilient to sudden unforeseen
communication tool used by senior management to monitor and challenges supports the long-term sustainability of the business and
gain consensus on how to effectively manage and control risks healthy, profitable growth.
enterprise-wide.
ORG ANI SATI ON A N D PRO C E S S A N D

COM M I TMENT I M PL E M E N TAT I O N
Risk management is integrated into We embed structured and systemised

organisational activities and underpinned risk management processes and
by corporate policy. procedures into routine activities
enterprise-wide, from both an
A cross-functional network of risk
internal and external context. This
champions coordinates the identification,
standardisation supports the creation
monitoring and management of risks
and preservation of business value
within their respective functional areas. A
through functional engagement and
central ERM team consolidates, monitors
a consistency in approach when
and reports on risk information, maturity
IDENTIFY addressing uncertainty.
and appetite to the Risk Management
Committee, Board of Management,
Audit Committee and Jaguar Land Rover
Automotive plc Board.
MONITOR RISK MANAGEMENT ASSESS
CONTI NUOUS I M PROV EM EN T E VA LU AT I O N A N D REPO RT ING
Our risk management process is designed The ERM framework is periodically

RESPOND
to enable the assimilation of best practice evaluated for its effectiveness, using key
from prior experience and external risk and key performance indicators. Risk
benchmarking, leading to continuous reporting to stakeholders is structured
improvement. This process ensures that to inform and support key business
the risk management framework and decisions and initiatives. Reporting
process becomes more efficient over time taxonomy classifies and categorises
and adapts as the internal and external risks to enable appropriate stakeholder
environment changes. working groups to evaluate relevant
risks and to ensure the selection of
high-quality inputs and appropriate
remediation strategies and responses.
O U R P R I N C I PA L R I S K S
Risks are identified, assessed and rated CURRENT EXPOSURE OF OUR KEY RISKS
against a defined set of criteria, considering
the probability of occurrence and potential
KEY
impact to the business. Plotting our principal
risks helps to visualise overall exposure from 1 High-exposure risks
Likely
a corporate perspective. 2 that are more likely
3
to materially impact
4 our ability to achieve
Changes to our principal risks during Fiscal
business objectives
2018/19
5
Our principal risks change as our business Medium-exposure
6
Possible
PROBABILITY
evolves in a dynamic external environment. 7 risks that could impact

In Fiscal 2018/19, we have focused more business objectives
emphasis on the potential impacts within the unless monitored
global economic and geopolitical environment – 10 and managed
in particular, relating to Brexit and the downturn 8
Low-exposure risks that
in the China market. 9
are more unlikely to
Unlikely
materialise and impact

One new principal risk has been introduced our business objectives
into the top 10 listing:
Current risks
10. Human capital
Immaterial Moderate Material

The more challenging market conditions
and recent workforce reductions have put I M PA C T
pressure on our human capital resource.
There is a risk that the retention of key skills
and attracting key resource become more
challenging in the present environment, so P R I N C I PA L R I S K S AT A G L A N C E
maintaining an engaged workforce with a
high level of core skills is essential to the
O U R 1 0 PR IN C IPA L R ISK S
success of our transformed organisation.
1 Financial Competitive business efficiency

One principal risk has moved out of the top
10 listing:
• Exchange rate fluctuations 2 Strategic Global economic and geopolitical environment
A significant proportion of our revenue is 3 Strategic Brand positioning

derived from North America, China and
other international markets, and we source 4 Operational Diesel uncertainty
a significant proportion of our components
from Europe. The movement in exchange 5 Legal and compliance Environmental regulations and compliance
rates relevant to these currency exposures
can cause significant financial volatility in our 6 Operational IT systems and security
business; however, we have an established
hedging policy in place to mitigate the 7 Strategic Rapid technology change
majority of this volatility.
8 Legal and compliance Unethical and prohibited business practices
9 Operational Product liability and recalls
10 Operational Human capital

Risk management
Jaguar Land Rover classifies risks into four broad RISK HORIZON
categories to facilitate efficient risk management and
formulate effective response strategies. Our risk register We recognise the need to anticipate and prepare for future challenges
details our principal risks as well as other notable risks that and trends that may develop and that could materially affect our
are reported to and monitored by the Risk Management long-term business success. Our risk horizon scanning enables us
Committee and Board of Management. to proactively anticipate forthcoming potential issues to inform our
strategy creation process and strategic objectives.
RISK HORIZON
O
PE
IC R
EG A
T
T
New
A
IO
Commodity
R
technology
N
ST
scarcity
A
L
R MON I TORED R
HE IS
KS
OT
Global Skills gap and
expansion key personnel
Competitors’ Capacity
expanding Supply chain failure utilisation
Energy – security of
portfolios supply
Business
continuity
Changing customer
expectations and Distribution
trends channels
CURRENT1
Liquidity
Critical asset
protection
Commodity Protocols
prices
Trading bloc governing new
dynamics Pension Trade barriers technologies
obligations and sanctions (i.e. automation)
E
NC
Legislation change
IA
Regional
(CO2 target, internal
PL
recession
FI
combustion engine restrictions,

M
N
city traffic restrictions)

N
O
A
C
C
IA D
L N
A
G AL
LE
1 Please refer to our 10 principal risks on the facing page.

The principal risks faced by Jaguar Land Rover are outlined below.
The risks discussed are not exhaustive and Jaguar Land Rover may be
subject to other risks not specifically discussed in this Annual Report.
S T R AT E G I C CONSEQUE NCE S MI TI G ATI ONS* OPP ORTUNI TI ES*
2 lobal economic and geopolitical

G Given our global distribution of We continue to maintain our Global economic growth in
environment sales, changes in the external international manufacturing developed and emerging markets
environment could have a footprint and a balanced retail presents opportunities to increase
ur expanding global presence
O significant impact on the global sales profile across our key sales sales. Global growth and rising
increases our exposure to changes in demand for our vehicles. Our regions. We also continue to incomes create opportunities
the global economic and geopolitical global sourcing strategy and closely monitor and risk-assess in both new and existing
environment as well as other external supply chain resilience could be global developments and geographical markets as well as
factors (e.g. Brexit, China, political negatively affected by disruption implement mitigation plans new and existing segments.
instability, rising protectionism, wars, caused by external factors where appropriate (e.g. Brexit
terrorism, natural disasters) that may beyond our control. no-deal scenario).
negatively impact our business.
3 Brand positioning Our potential inability to Recent successful model We continue to strengthen our
successfully position, maintain launches (e.g. Jaguar I-PACE, brands by creating greater brand
Brand positioning is becoming and articulate the strength of Jaguar E-PACE, Range Rover association through innovation,
increasingly challenging as the our brands as well as failing Velar), have broadened our technological advancement and
dynamics of the automotive to develop new products/ product range to existing and customer trends and feedback
market (e.g. automated driving, technologies that meet customer new customers in established into our expanding and evolving
electrification, digital connectivity) preferences, or suffering delayed and emerging segments. In product portfolio and services.
and the competitive pressures from product launches, could impact addition, we regularly monitor
existing automotive manufacturers demand for our products. the perception of our brands
and new disruptive entrants evolve. to quickly identify and address
uncertainties that may arise to
inform how we articulate brand
values to customers.
7 Rapid technology change Any delay in the launch of We continue to invest in R&D and Substantial changes to the market
technologically intensive we also continue our strategic (e.g. ACES) enable us to focus
The fast pace of technological products, or if the technology in focus on key technology areas, on launching industry-defining
development together with scarcity our products becomes relatively including autonomy, connectivity, products and services ahead
of specialist resources could result obsolete, could impact sales as electrification and shared mobility of our competition as well as
in a significant change in the customers move to purchase (ACES), with the aim of launching strengthening partnerships with
automotive industry and increases products from our competitors. pioneering products ahead of our global technological organisations.
the risk of delivering superior competition.
products demanded by current and
future customers.
LEGAL AND
COMPLIANCE CONSEQUE NCE S MI TI G ATI ONS* OPP ORTUNI TI ES*
5 nvironmental regulations
E We incur additional compliance We have invested substantially We were the first premium
and compliance costs, including incremental in the development of our next- manufacturer to introduce a
investment, to avoid facing generation modular architecture, battery electric vehicle into
e are subject to a rapidly
W significant civil and regulatory the in-house manufacture and mainstream production with
evolving regulatory landscape with penalties, and our competitors continued refinement of our the Jaguar I-PACE and we have
associated laws, regulations and may gain an advantage by internal combustion engines introduced the Range Rover and
policies that all impact the vehicles adopting new emissions-reducing and electrification technologies, Range Rover Sport PHEV models.
we produce and our manufacturing and fuel-efficient technologies including mild and plug-in hybrids From 2020 we will offer an
facilities (e.g. CO2 emissions, fuel before we do. as well as battery electric vehicles. electrified option on each of our
economy and noxious/air quality We retain an EU derogation models.
emissions). permitting alternative fleet average
CO2 targets.
8 nethical and prohibited

U Non-compliance with ethical Our Code of Conduct sets out We are committed to conducting
business practices and/or legal practices may the behaviours that we expect business in an ethical manner to
materially impact our reputation of our staff, including conforming instil a reputation of trust and
ur international activities expose us
O and could result in restrictions to the highest moral and ethical reliability. Such qualities foster
to increasingly diverse and complex being placed on our operations, standards and complying with greater business relationships
legal and other frameworks (e.g. causing business disruption. applicable laws, including those with suppliers, retailers,
GDPR) in a variety of jurisdictions and, relating to anti-bribery and governments and partnerships
as such, we need to maintain legal and corruption, data protection, with other third parties.
ethical standards across the global fair competition, sanctions and
locations in which we operate. export controls.
* The mitigations and opportunities stated are merely examples and do not constitute an exhaustive list.
Risk management
O P E R AT I O N A L CONSEQUE NCES MI TI G ATI ONS* OPP ORTUNI TI ES*
4 Diesel uncertainty In addition to the financial impact The continued refinement of Our diesel engines are as clean
of falling sales, a significantly our internal combustion engines as our petrol engines, with
Continued adverse public perception lower diesel sales mix would and production flexibility within significantly reduced NOx
of diesel-powered vehicles, largely create a challenge in achieving our Engine Manufacturing emissions in real-world usage
driven by the media and government CO2 compliance, as well as Centre remains a priority. We and 20 to 30 per cent better
policy, could sustain declining diesel causing major disruption to our are committed to offering our fuel consumption and CO2
sales and customer uncertainty, supply base. customers a wide range of emissions. Furthermore, our
primarily in the UK and Europe. clean, sustainable propulsion new D150 engine meets Real
technologies – whether petrol, Driving Emissions Step 2 (RDE2)
diesel, plug-in and mild hybrids or standards in advance of the
electric vehicles. 2021 requirement. This presents
opportunity for UK tax incentives
and a solid platform for further
refinements.
6 IT systems and security The loss of sensitive and personal We strive to implement We aim to maintain a strong
data could lead to legal action consistent security policies and IT control environment and
New and emerging technologies and fines of up to 4 per cent of procedures as well as educating by monitoring and reacting to
bring unprecedented threats revenue (under GDPR), together staff, vendors and suppliers emerging cyber threats protect
to internet-connected devices, with negative reputational to embed best practices by the Company from attacks. As
including vehicles, while recent impacts. Successful attacks implementing internal and cloud- our exposure to threats increases
global hacking incidents against our IT infrastructure could ready tools to detect and mitigate we strive to embed deeper, more
impacting the geopolitical lead to disruptions to our business current and emerging cyber intelligent controls over time.
environment indicate an increase operations. security threats.
in the motivation to instigate
cyber attacks.
9 Product liability and recalls Increases in related costs and We enact swift management We have enhanced the use of
warranty claims as well as of recalls to minimise customer vehicle connectivity and digital
otential defects and quality
P longer-term impacts on sales due impact and subsequent warranty capability to analyse potential
deficiencies could increase our to adverse reputational effects costs. We proactively issue failure modes and implement
exposure to risks associated with could occur. In addition, we could technical updates to our dealer corrections (Software Over
product liability. be the subject of class actions or network to efficiently manage The Air).
other large-scale lawsuits as a potential defects.
consequence.
10 Human capital Failure to support our people The Accelerate transformation The transformation of our
during a period of uncertainty and programme incorporates a business presents us with a
Jaguar Land Rover is undergoing change could impact engagement focus on communications and unique opportunity to engage
transformation to become a more levels and our ability to embed engagement with our people. We our people in a meaningful way
agile, responsive and resilient the organisation we need to are also implementing advanced around the future of Jaguar
business that will reflect the wider capitalise on future opportunities. processes for resource allocation Land Rover and to participate
changes that are impacting on our We must manage this period and management, integrated in both shaping and delivering
industry. We must ensure that we of change and ensure that business planning and strategic the changes to help build an
have an engaged workforce with the current levels of productivity and workforce planning to enable us organisation and culture for
core capabilities required for our performance are maintained. to anticipate the types and mix future success.
new organisation to be effective of skills and experience we will
and successful. need across our workforce in
the future.
FINANCIAL CONSEQUE NCES MI TI G ATI ONS* OPP ORTUNI TI ES*
1 ompetitive
C If we are unable to deliver the We have launched certain Enhanced overall business
business efficiency desired efficiency benefits our initiatives (e.g. Project Charge efficiency will yield greater
business results may be adversely and Project Accelerate) to reduce opportunities for growth
elivering on operational efficiency
D impacted and our ability to costs and increase operational and continued investment
objectives is key to sustaining compete successfully over the efficiency. Furthermore, from in our product portfolio and new
profitable growth. Uncertainty longer term could be affected. 2020 we will be introducing technologies.
relating to the achievement of the our next-generation modular
projected benefits needs to be architecture, which will streamline
managed to a minimum. engineering and manufacturing
processes and reduce complexity
with the aim of reducing costs
and improving quality.
Performance
PERFORMANCE
76 Global sales
78 Financial review
GLOBAL SALES
Jaguar Land Rover retail sales were 578,915 vehicles in Fiscal 2018/19,
down 5.8 per cent year on year, primarily reflecting weaker market
conditions in China offset by growth in the UK and North America.
R E TA I L S A L E S B Y R E G I O N
Retail sales in China were down 34.1 per cent year on year (including Similarly, new and refreshed models supported significant sales
sales from our China joint venture down 34.4 per cent), reflecting growth of 8.1 per cent in North America, where Jaguar Land Rover
weak market conditions as economic growth has slowed, with outperformed the market, which saw a modest decline year on year,
continuing trade tensions with the US compounded by uncertainty impacted by higher interest rates and a slowing economy. Retails also
driven by import duty changes. This resulted in lower retail sales grew 2.4 per cent in Overseas markets.
of most models, including the Range Rover Evoque ahead of its
replacement in Fiscal 2019/2020. Sales of the newer products did, Retail sales in Europe declined 4.5 per cent year on year on account
however, improve year on year, with sales of the long-wheelbase of continuing diesel uncertainty, Brexit and the change to the more
Jaguar XEL, Jaguar E-PACE and the Range Rover Velar all up. stringent World Harmonised Light Vehicle Testing Procedure (WLTP)
emissions testing regime.
In the UK, retail sales were up 8.4 per cent year on year, beating the
industry, which was down 3.7 per cent given Brexit uncertainty and
diesel challenges. Jaguar Land Rover outperformance was driven
by new and refreshed models, including the Jaguar E-PACE, the
all-electric Jaguar I-PACE and the refreshed Range Rover and Range
Rover Sport (including plug-in hybrid models).
NORTH AMERICA EUROPE UK CHINA OVERSEAS
REGION
R E TA I L S A L E S
FY 201 8 / 1 9 — 139, 778 F Y 2018/ 19 — 127, 5 6 6 FY 2 0 1 8 / 1 9 — 1 1 7 , 9 1 5 FY 2018/19 — 98,922 FY 2018/19 — 94,734
BY R EG I O N
FY 201 7 / 1 8 — 1 2 9 , 3 1 9 F Y 2017/ 18 — 133, 5 9 2 FY 2017/18 — 108,759 FY 2 0 1 7 / 1 8 — 1 5 0 , 1 1 6 FY 2 0 1 7 / 1 8 — 9 2 , 5 2 3
Y E A R - O N -Y E A R
CHANGE 8.1% 4.5% 8.4% 34.1% 2.4%
PROPORTION
O F R E TA I L S A L E S
BY R EG I O N
24.1% 22.0% 20.4% 17.1% 16.4%
J L R T O TA L
578,915 CA RS RE TA I L E D
I N F I SCA L 2 0 1 8 / 1 9 5.8% D ECRE AS E Y E A R
ON YEAR
Note: Jaguar Land Rover retail sales represent vehicle sales made by dealers to end customers and include the retail sale of vehicles produced
from our Chinese joint venture, Chery Jaguar Land Rover Automotive Company Ltd. Wholesales represent vehicle sales made to dealers.
The Group recognises revenue on wholesales. (See note 3 of the financial statements on page 130.)
Performance
R E TA I L S A L E S B Y B R A N D
Retail sales declined by 5.8 per cent in Fiscal 2018/19 as the the introduction of the award-winning all-electric I-PACE
introduction of new and refreshed models led by the Jaguar E-PACE, were partially offset by lower sales of other models, primarily
award winning Jaguar I-PACE, Range Rover Velar and the refreshed F-PACE and XF.
Range Rover and Range Rover Sport were offset by lower retail sales
of more established models, mainly in China, and the run-out of the Land Rover retailed 398,717 vehicles in Fiscal 2018/19, down
first generation Range Rover Evoque in the third quarter ahead of the 9.3 per cent year on year reflecting the weaker China performance
launch of the new Evoque, which is now available. and run-out of the first-generation Evoque and despite strong retail
sales of the Range Rover Velar as well as the refreshed Range Rover
Jaguar retail volumes were 180,198 vehicles in Fiscal 2018/19, up and Range Rover Sport.
3.2 per cent year on year, as increased retail sales of the E-PACE and
180,198 398,717
F i s c a l 2 0 1 7 / 1 8 — 174,560 F i s c a l 2 0 1 7 / 1 8 — 439,749
3.2% 9.3%
XE XF RANGE ROVER RANGE ROVER SPORT
FY 2018/19 — 30,430 F Y 2018/ 19 — 27,096 FY 2018/19 — 56,417 FY 2 0 1 8 / 1 9 — 80,422

FY 2017/ 18 — 32, 825 FY 2017/18 — 40,907 FY 2 0 1 7 / 1 8 — 5 3 , 5 0 9 F Y 20 1 7 /1 8 — 7 6 , 1 2 1
7. 3% 33. 8% 5.4% 5.7%
XJ F -T Y P E RANGE ROVER VELAR RANGE ROVER EVOQUE

FY 2018/19 — 4,072 F Y 2018/ 1 9 — 7,870 FY 2 0 1 8 / 1 9 — 64,820 FY 2 0 1 8 / 1 9 — 68,242
FY 201 7/ 18 — 9 , 1 3 6 F Y 20 1 7 / 1 8 — 9 , 8 8 2 FY 2 0 1 7 / 1 8 — 4 6 , 0 3 6 F Y 20 1 7 /1 8 — 9 8 , 5 0 1
55.4% 20.4% 4 0. 8% 30.7%
F - PA C E E - PA C E DISCOVERY DISCOVERY SPORT

FY 2018/19 — 52,683 FY 2018/19 — 46,711 FY 2 0 1 8 / 1 9 — 40,839 F Y 2 0 1 8 / 19 — 87,977
FY 2017/ 18 — 72, 719 F Y 20 1 7 / 1 8 — 9 , 0 9 1 FY 2 0 1 7 / 1 8 — 4 6 , 4 7 2 F Y 2 0 1 7 /1 8 — 1 1 9 , 1 0 5
27.6% >99% 12.1% 26 .1%
I - PA C E
FY 2018/19 — 11, 336
FY 2017/ 18 — –
New model
Note: Volume data includes retail sales from unconsolidated Chinese joint venture of 57,578 units.
FINANCIAL
REVIEW
CHIEF FINANCIAL
O F F I C E R ’ S S TAT E M E N T
In Fiscal 2018/19, the auto industry experienced The loss before tax and exceptional items was
unprecedented challenges, with the weak market £358 million, down £1.4 billion compared to Fiscal
conditions in China and signs of weaker industry 2017/18. The loss reflects the lower wholesales,
conditions in other markets; geopolitical uncertainty particularly in China, higher incentive spending, higher
with rising populism, tariff and trade tensions; and in the depreciation and amortisation and higher warranty costs,
UK Brexit remaining an uncertainty. At the same time, partially offset by c.£150 million of cost savings achieved
the industry is confronting rapid technological changes under Project Charge and favourable foreign exchange.
relating to electrification, automation and connectivity, The loss before interest and tax (EBIT) was £180 million
and increasing regulatory requirements, reduced diesel (-0.7 per cent margin) in Fiscal 2018/19 compared to the
demand following “dieselgate” and government policies £971 million EBIT (3.8 per cent margin) in Fiscal 2017/18.
and taxation.
As a result of the weaker sales and profitability, Jaguar
Jaguar Land Rover’s financial performance has been Land Rover recorded an exceptional £3.1 billion write-
adversely impacted by these developments. The business down to the carrying value of previously capitalised
is taking action with Project Charge to improve costs, investments in Q3. After this and a £149 million
profitability and cash flow by over £2.5 billion through exceptional charge for a separation programme in Q4,
Fiscal 2019/20 as well as Accelerate to make longer-term the loss before tax was £3.6 billion.
structural improvements. At the same time, Jaguar Land
Rover continues to execute its product and technology Free cash flow was negative £1.3 billion after total
plans, including the successful launch of the Jaguar investment spending of £3.8 billion. Jaguar Land Rover
I-PACE, the all-new Range Rover Evoque with hybrid raised £1.2 billion of funding in the year with a €500 million
options and the forthcoming new Land Rover Defender. seven-year bond and a $1 billion syndicated loan maturing
in 2022 ($200 million) and 2025 ($800 million). Jaguar
Jaguar Land Rover retail sales were 578,915 vehicles Land Rover also completed a $700 million committed
in Fiscal 2018/19, down 5.8 per cent year on year. The receivables discounting facility, with the first drawing in
lower year-on-year sales are more than explained by a April 2019. Total cash and financial deposits at 31 March
significant drop in China sales, reflecting weak market 2019 was £3.8 billion and total liquidity was £5.7 billion,
conditions. This was partially offset by stronger sales including a £1.9 billion undrawn revolving credit facility,
growth in North America and the UK, while sales in Europe with debt totalling £4.5 billion.
were somewhat lower, reflecting continuing reduced
consumer diesel demand. Sales of newer models such Looking ahead, we anticipate that the challenges facing
as the Range Rover Velar, Jaguar E-PACE, Jaguar I-PACE the automotive industry will continue. However, we
and 2018 model year Range Rover and Range Rover expect Project Charge, Accelerate and a strong pipeline
Sport were up, while other models were down with the of new products to produce improvements in business
lower China sales. Wholesales (excluding sales from our performance in Fiscal 2019/20 and beyond.
China joint venture) were 507,895 vehicles, down 6.9 per
cent year on year, generating revenues of £24.2 billion,
£1.6 billion lower than last year.
K ENNETH GREGOR
CH IEF FINANCIAL OFFICER
JAGUAR L AND ROV ER AUTOMOTIV E PLC
31 MAY 2019
Performance
FINANCIAL PERFORMANCE
Consolidated income statement
Jaguar Land Rover’s revenue and profitability were lower in Fiscal 2018/19, reflecting lower sales in China, higher incentive spending
and warranty costs, as well as higher depreciation and amortisation, partially offset by cost efficiencies achieved through Project
Charge and favourable overall foreign exchange movements. Also in the year, exceptional charges of £3.3 billion were incurred,
comprising a £3.1 billion write-down of the carrying value of investments on account of more muted demand scenarios and the
associated impact on the financials, and one-time separation costs of £149 million related to the redundancy programme.
REVENUE
Revenue was £24.2 billion in Fiscal 2018/19, down from
£25.8 billion in the prior year as wholesales (excluding the China
FISCAL 2018/19 / £24.2BN £24.2bn
joint venture) declined 6.9 per cent year on year to 507,895 units, FISCAL 2017/18 / £25.8BN
primarily due to the lower sales in China. Retail sales (including sales
FISCAL 2016/17 / £24.3BN
from the China joint venture) declined 5.8 per cent year on year to
578,915, again primarily due to lower sales in China, and despite
sales growth in North America and the UK.
A D J U S T E D E B I T D A 1 – E A R N I N G S B E F O R E I N T E R E S T,
TA X , D E P R E C I AT I O N A N D A M O R T I S AT I O N
Adjusted EBITDA was £2.0 billion (8.2 per cent margin) in Fiscal
2018/19, down from the adjusted EBITDA of £2.8 billion (10.8 per
FISCAL 2018/19 / £2.0BN / (8.2% MARGIN) £2.0bn
(8.2% margin)
cent margin) in the previous fiscal year, primarily reflecting the lower FISCAL 2017/18 / £2.8BN / (10.8% MARGIN)
wholesales, particularly in China, higher incentive and warranty

FISCAL 2016/17 / £2.9BN / (12.1% MARGIN)
costs, partially offset by Project Charge cost efficiencies and
favourable realised foreign exchange movements.
L O S S B E F O R E I N T E R E S T A N D TA X ( A D J U S T E D
E B I T 1 – E A R N I N G S B E F O R E I N T E R E S T A N D TA X E S )
The loss before interest and tax was £180 million (-0.7 per cent
margin) in Fiscal 2018/19 compared to £971 million (3.8 per cent
FISCAL 2018/19 / £(180)MN / (-0.7% MARGIN) £(180)mn
(-0.7% margin)
margin) in Fiscal 2017/18. The loss before interest and tax in Fiscal FISCAL 2017/18 / £971MN / (3.8% MARGIN)
2018/19 compared to the adjusted EBIT in the prior year reflects

FISCAL 2016/17 / £1.4BN / (5.9% MARGIN)
the lower adjusted EBITDA, higher depreciation and amortisation
and lower profits from the China joint venture.
L O S S B E F O R E TA X ( P B T – P R O F I T B E F O R E TA X )
The loss before tax excluding exceptional items was £358 million in
Fiscal 2018/19, down from the £1.1 billion PBT excluding exceptional
FISCAL 2018/19 / £(3.6)BN £(3.6)bn
items last year explained by the lower adjusted EBIT, higher interest FISCAL 2017/18
/ £1.5BN
costs and unfavourable revaluation of hedges and foreign currency debt
in Fiscal 2018/19, compared to favourable revaluation in the prior year. FISCAL 2016/17
/ £1.6BN
In Q3 Jaguar Land Rover concluded that the carrying value of capitalised
investments should be written down, resulting in a £3.1 billion pre-tax
exceptional charge. In Q4 Jaguar Land Rover implemented a redundancy
programme to deliver ongoing cost savings; to capture the one-time
separation costs an exceptional charge of £149 million was recognised.
After these exceptional items the loss before tax was £3.6 billion in
Fiscal 2018/19 compared to PBT of £1.5 billion (including £437 million
exceptional pension credit) in Fiscal 2017/18.
L O S S A F T E R TA X ( PAT – P R O F I T A F T E R TA X )
The loss after tax was £3.3 billion in Fiscal 2018/19, down from the
£1.1 billion PAT of last year. The losses incurred in Fiscal 2018/19
FISCAL 2018/19 / £(3.3)BN £(3.3)bn
resulted in a £308 million tax credit compared to a £398 million FISCAL
2017/18 /
tax charge in Fiscal 2017/18 (26.3 per cent effective tax rate). £1.1BN
For further disclosure on our approach to tax, please see note 14

FISCAL
on page 138 of the financial statements. 2016/17 /
£1.2BN
1 Please see note 3 of the financial statements on page 130 for the definition
of adjusted EBITDA and adjusted EBIT.
FINANCIAL PERFORMANCE (CONTINUED)

Consolidated cash flow
Free cash flow was negative £1.3 billion in Fiscal 2018/19 after total investment spending of £3.8 billion.
Consolidated cash flow (£ millions)

405 (227) (3,810)
2,723
(358) (1,267) (882)
613 (228)
PBT E XC L . D&A WORKING TA X TOTA L FREE CHANGES DIVIDENDS CHANGE IN

EXCEPTIONAL A N D OT H E R C A P I TA L A N D PA I D INVESTMENT CAS H F LOW I N D E BT A N D OT H E R CASH AND
ITEMS FY19 ACCRUALS DISTRIBUTIONS FINANCIAL
DEPOSITS
T O TA L P R O D U C T A N D O T H E R I N V E S T M E N T 1
Investment spending in Fiscal 2018/19 reached £3.8 billion (15.7 per cent
of revenue), compared to £4.2 billion (16.2 per cent of revenue) in the prior
FISCAL 2018/19 / £3.8BN £(3.8)bn
fiscal year and reduced from initial guidance of £4.5 billion for the year FISCAL 2017/18 / £4.2BN
on account of Project Charge savings. Of this, £421 million of investment

FISCAL 2016/17 / £3.4BN
spending was expensed in adjusted EBIT and the remaining £3.4 billion
was capitalised. Research and development accounted for £2.0 billion
(52.4 per cent) of investment spending, while tangible and other
intangible assets accounted for the remaining £1.8 billion (47.6 per cent).
Working capital inflows (including non-cash accruals) were £405 million
+£405mn
during the year, including a £152 million improvement in inventory,
FISCAL 2018/19 / £405MN
reflecting Project Charge efforts, including production scheduling, and
a £249 million improvement in trade receivables, partially offset by a FISCAL 2017/18 / £81MN
£419 million deterioration in payables. Other favourable movements
FISCAL 2016/17 / £480MN
of £423 million in working capital include £170 million in provisions
(primarily warranty) and £253 million movement in other assets and
liabilities, including £96 million R&D credits.
FREE CASH FLOW1

Free cash flow was negative £1.3 billion in Fiscal 2018/19 after
£3.8 billion of total investment spending, £405 million of working
FISCAL 2018/19 / £(1.3)BN £(1.3)bn
capital inflows and £227 million paid in taxes. FISCAL 2017/18
/ £(1.0)BN
FISCAL
2016/17
/ £141MN
CHANGE IN CASH AND FINANCIAL DEPOSITS2

Cash and financial deposits totalled £3.8 billion at 31 March 2019,
down £882 million compared to £4.7 billion at the end of Fiscal
FISCAL 2018/19 / £3.8BN £3.8bn
2017/18. The decrease is explained by the negative free cash flow FISCAL 2017/18 / £4.7BN
of £1.3 billion, a £613 million net increase in debt and £225 million
FISCAL 2016/17 / £5.5BN
dividend paid to Tata Motors, with £3 million of other distributions.
In terms of debt actions, a €500 million bond was issued in September
2018, a $1 billion loan was drawn in October 2018 and a $700 million
bond was repaid in December 2018. Also, there was a £54 million
reduction in drawings under an uncommitted invoice discounting facility
as it was wound down ahead of its expiry in April and replaced with a
newly established $700 million committed invoice discounting facility.
1 Please see note 3 of the financial statements on page 130 for the definition of EBIT, total product and other investment, working capital and free cash flow.
2 Cash and financial deposits comprises “cash and cash equivalents” and “short-term deposits and other investments” on page 108.
Performance
Capital structure
At 31 March 2019 we had £5.7 billion of total liquidity, comprising cash and financial deposits of £3.8 billion and an undrawn
committed revolving credit facility (RCF) of £1.9 billion. Total debt outstanding at 31 March 2019 was £4.5 billion, giving a
net debt position of £736 million at the fiscal year end.
Debt maturity and liquidity at 31 March 2019 (£ millions)1
5,710 TOTA L L I Q U I D I T Y
Bonds2 $1bn loan Other
4,511
1,935 U N D R AW N R C F
111
768
U N D R AW N
RCF
TOTA L C A S H
3,775 AND FINANCIAL 3,632
DEPOSITS 154 1,935
784 560 614
384 384 300 435 385
400
LIQUIDITY CY19 CY20 CY21 CY22 CY23 CY24 CY25 CY26 CY27 TOTA L
FY 18/19 D E BT
LIQUIDIT Y AND NET DEBT BORROWINGS AND INDEBTEDNESS

Total cash and financial deposits at 31 March 2019 was £3.8 billion At 31 March 2019, we had £4.5 billion of debt outstanding,
(15.6 per cent of revenue), comprising cash and cash equivalents of comprising £3.6 billion of unsecured bonds (including £21.6 million
£2.8 billion and financial deposits of £1.0 billion. This compares to of capitalised fees), a £755 million ($1 billion) unsecured loan
total cash and financial deposits of £4.7 billion at the end of Fiscal (including £12.8 million of capitalised fees), £114 million equivalent
2017/18. The majority of cash at 31 March 2019 was held in the of total short-term discounted receivables and £31 million
UK, with £262 million held in subsidiaries overseas. of finance leases. Of the £3.6 billion of bonds, £1.5 billion are
denominated in US Dollars (of which £748 million have been
Including our £1.9 billion revolving credit facility (fully undrawn but designated as foreign currency hedges), £1.1 billion are denominated
committed until July 2022), total liquidity stood at £5.7 billion at in Pounds Sterling and £987 million are denominated in Euros. We
31 March 2019 compared to the £6.6 billion of liquidity at the end of also have a balanced profile of maturing debt, with 32 per cent
the previous fiscal year. maturing after five years, 48 per cent in one to five years and the
remaining 20 per cent maturing within one year.
Considering total cash of £3.8 billion and net of total indebtedness
of £4.5 billion, net debt was £736 million at 31 March 2019. This In September 2018, we issued a €500 million (£431 million
compares to a net cash position of £926 million at the end of equivalent) unsecured 7.5-year bond with a coupon of 4.5 per cent,
Fiscal 2017/18. maturing January 2026. In October 2018, we arranged and drew
down on a $1 billion (£755 million equivalent) unsecured syndicated
loan with $200 million maturing in October 2022 and $800 million
maturing in January 2025. Furthermore, in March 2019 we entered
into a new $700 million (£538 million equivalent) two-year
committed invoice discounting facility to be drawn from April 2019, to
replace the maturing $295 million uncommitted invoice discounting
facility, noting also that per the new facility funded receivables will be
accounted as sold, rather than debt. Please see note 25 on page 151
for further disclosure on our loans and borrowings.
Net cash/(debt) at 31 March 2019 (£ billions) Maturity of debt at 31 March 2019
4.7
3.8 32% 20%
0.9
£4.5bn
(0.7)
1yr
Net cash 48% 1–5yrs
(3.7) 5yrs+
(4.5) Cash
Debt
FY 17/18 FY 18/19 1 FY (Fiscal Year) refers to a 12-month period ending on 31 March. CY (Calendar Year) refers
to a 12-month period ending on 31 December.
2 The face value of outstanding bonds and loans is reflected and excludes £34.4 million of
deferred fees capitalised on the balance sheet.
GOVERNANCE 83
GOVERNANCE
84 Introduction to governance 91 Accountability
85 Leadership 93 Investor relations engagement
90 Effectiveness 94 Directors’ report
I N T R O D U C T I O N TO G OV E R N A N C E
Jaguar Land Rover remains committed to ensuring effective governance is in
place to deliver our core values. It is the foundation on which we manage
and control our business and provides the platform for sustainable profitability.
Leadership Accountability
The Jaguar Land Rover Automotive plc Board (“JLR plc Board”) Effective risk management is central to achieving our strategic
rigorously challenges strategy, performance, responsibility and objectives and is a core responsibility of the JLR plc Board and its
accountability so that every decision we make is of the highest quality. committees.
In this section, you will find information about the JLR plc Board and In this section, you will find information about the responsibilities and
Board of Management, the areas of focus for the JLR plc Board, and focus of the Audit, Remuneration and Disclosure Committees.
the structure and role of our committees. See page 91
See page 85
Investor relations engagement
Effectiveness Maintaining strong relationships with our shareholder and bond
We continuously evaluate the balance of skills, experience, knowledge investors is crucial to achieving our aims.
and independence of the directors.
In this section, you will find information about how we engage
In this section, you will find information about the induction and with our shareholder and bond investors.
development of our directors, as well as what we believe to be the key See page 93
considerations when measuring the effectiveness of the JLR plc Board
and its committees.
See page 90
GOVERNANCE 85
LEADERSHIP
JAGUAR L AND ROVER AUTOMOTIVE PLC BOARD
PRO F. DR . R A LF N ATA R A JA N N AS S E R
D. S PET H CH A N D R AS E K A R A N M U K H TA R MU NJEE
KB E, FR Eng NON-EXECUTIVE N O N - E X E CUT I VE
CHIEF EX EC U TIVE DI R E C TO R A N D I N DE PE N D EN T
OFF IC ER C HA I R M A N DI R E C TO R
Appointed Appointed Appointed

February 2010 February 2017 February 2012
Jaguar Land Rover roles and committees Jaguar Land Rover roles and committees Jaguar Land Rover roles and committees
• Chief Executive Officer • Chairman • Non-executive director
• Board of Management • Non-executive director • Audit Committee member
• Remuneration Committee member
Experience Experience
Prof. Dr. Ralf Speth joined Jaguar Experience Mr. Munjee was appointed to the Board of
Land Rover as Chief Executive Officer Mr. Chandrasekaran is Chairman of the Tata Motors Limited in June 2008. He is also
on 18 February 2010. He was appointed Board of Tata Sons, the holding company on the Board of Tata Chemicals and several
and promoter of more than 100 Tata international companies operating in India,
to the Board of Tata Motors and, in
operating companies, including Tata Motors, including ABB, HDFC and Cummins. Mr. Munjee
2016, to the Board of Tata Sons. Prior
is Chairman of Tata Motor Finance, Tata
to joining Jaguar Land Rover, Dr. Speth Tata Power and Tata Consultancy Services –
Motors Limited Audit Committee, DCB Bank
was a director at The Linde Group, of which he was Chief Executive from 2009
and the Aga Khan Foundation (India). Prior to
the international industrial gases and to 2017. He joined the Tata Sons Board in
this, he was president of the Bombay Chamber
engineering company. October 2016 and was appointed Chairman
of Commerce and Industry. He established the
in January 2017.
Infrastructure Development Finance Company
in India and was its CEO for seven years.
ANDR EW M . RO B B P. B . B A L A J I H A N N E SO RENSEN
NO N- EX EC U TIVE NON-EXECUTIVE N O N - E X E CUT I VE
IN D EPEND ENT DI R E C TO R DI R E C TO R
DI REC TO R
Appointed Appointed Appointed

April 2009 December 2017 August 2018
Jaguar Land Rover roles and committees Jaguar Land Rover roles and committees Jaguar Land Rover roles and committees
• Non-executive director • Non-executive director • Non-executive director
• Chairman of the Audit Committee • Audit Committee member
• Chairman of the Remuneration Committee Experience
Experience Ms. Sorensen was appointed as a non-
Experience Mr. Balaji was recently appointed as the executive director of Jaguar Land Rover
Mr. Robb is Chairman of Tata Steel Europe. He Group Chief Financial Officer of Tata in August 2018. Ms. Sorensen holds an
was a director of Pilkington Group plc until Motors Group. Prior to this, he was the Vice MSc in Economics and Management from
2003, having held the position of Finance President Finance for South Asia and Chief the University of Aarhus and is presently
Director from 1989 to 2001. Prior to this, Financial Officer of Hindustan Unilever on the boards and committees of various
from 1983 he was Finance Director of the Limited. Mr. Balaji started as a management international companies, including Tata
Peninsular and Oriental Steam Navigation trainee at Unilever in May 1993. Consultancy Services, Tata Motors
Company. Mr. Robb has served on a number and Sulzer.
of plc boards as a non-executive director.
BOARD OF MANAGEMENT
The Board of Management drives the Group’s strategy and goals
and makes decisions concerning operational planning issues.
PRO F. DR . R A L F D . SPE TH FE LIX BRÄUTIG AM KENNETH GREGOR I AN H ARNETT

CH IE F E X EC U T I V E CHI EF CO M M ER CI A L O F F I CER CH IEF FINANCIAL OFFICER EXECUTIVE DIRECTOR,
OFFICE R H R AND GLOB AL PURCHAS IN G
Responsibilities Responsibilities Responsibilities

Mr. Bräutigam is responsible for Mr. Gregor leads the financial Mr. Harnett is responsible
all global sales and marketing management of the business for human resources, global
activity for the Jaguar and Land to deliver shareholder value purchasing and all property
Rover brands. His role includes and growth ambitions. matters worldwide.
brand positioning, current and Responsibilities include
future product planning, customer corporate finance, treasury,
relationship management, financial reporting, accounting,
marketing communications, tax, internal control and
brand experience strategies, business support.
global and regional sales
Note: effective 1 June 2019
management, customer service
Kenneth Gregor will be
and supporting future growth.
succeeded by Adrian Mardell as
Chief Financial Officer.
HAN N O K I R N E R GRANT M c PHE RSON QI NG PAN NI CK ROGERS

E X EC UT IVE D I R EC TO R , E X ECU TI VE DI R ECTO R , EXECUTIVE DIRECTOR, EXECUTIVE DIRECTOR,
CORP ORAT E A N D ST R AT EGY M A NU FACTU R I NG JAGUAR L AND ROVER CH INA PRODUCT ENGINEERING
Responsibilities Responsibilities Responsibilities Responsibilities

Mr. Kirner oversees the Mr. McPherson is responsible Mr. Pan is responsible for Jaguar Mr. Rogers leads Jaguar Land
development of corporate and for the global manufacturing Land Rover’s business in China, Rover’s global engineering and
product strategy, business operations side of the business, including Jaguar Land Rover research operations at board
transformation, global ensuring optimum efficiency to China, Chery Jaguar Land Rover level, encouraging technical
financial services, IT, royal deliver world-class safety, quality, Automotive Company Ltd and curiosity and disruptive innovation
and diplomatic affairs and the cost and environmental standards. Integrated Marketing, Sales and across his 10,000-strong team.
Special Operations division. Service (as acting President). He drives initial research concepts
As a renowned automotive through to engineering across
expert, Mr. Pan leads the whole all commodities, including Body;
Jaguar Land Rover China team Chassis; Powertrain and Electrical,
to drive forward future business leading product delivery and
in the market. launch of new technology.
GOVERNANCE 87
FIRST LINE OF LEADERSHIP

The Board of Management together with the leaders of corporate affairs, legal, product
creation and quality comprises the First Line of Leadership. They lead all activities and
oversee delivery of strategic objectives for the Jaguar Land Rover businesses.
K EI T H B E N JA M I N NIGE L BLE NKINSOP H ELEN Mc LI NTOCK

G LO B A L L EG A L DI R ECTO R O F Q U A LIT Y GLOB AL CORPORATE
DIREC TO R A ND A U TO M OTI VE SAFET Y AFFAIRS DIRECTOR
Responsibilities Responsibilities Responsibilities

Mr. Benjamin is responsible for all Mr. Blenkinsop is responsible for Ms. McLintock leads corporate
global legal matters, intellectual the safety, compliance and quality PR, internal communications,
property, governance, compliance of our products and services; he responsible business and
and ethics, corporate audit, leads the quality transformation, government affairs.
security and investigations. driving improvement in enterprise
behaviours, systems and tools
to surpass our customers’
expectations throughout
every interaction.
IAN C A L LU M GE RRY M c GOVE RN

DIREC TO R O F D E SI G N, L A ND R OVE R CHI E F
JAG U A R DESI GN O F F I CE R
Responsibilities Responsibilities
Mr. Callum is positioning Jaguar Professor McGovern is the
as a modern and relevant brand creative heart of Land Rover
while respecting heritage and and responsible for the design
values through his visionary strategy that has evolved the
leadership in design. brand from off-road specialist
to purveyor of luxury vehicles
desired the world over.
THE ROLE OF THE JAGUAR L AND ROVER AUTOMOTIVE PLC

BOARD AND THE BOARD OF MANAGEMENT
Governance structure and flow of information
AUDIT COMMITTEE JAGUAR LAND ROVER R E M U N E R AT I O N

AUTOMOTIVE PLC BOARD COMMITTEE
Reviews the integrity of
the financial statements, The JLR plc Board provides supervision and guidance to Determines the overall
relationship with the our management, particularly with respect to corporate remuneration policy
external auditors and governance, business strategies and growth plans. It also and strategy to ensure
effectiveness of internal considers the identification of risks and their mitigation transparency and alignment
financial controls. strategies, entry into new businesses, product launches, with the Group’s short- and
demand fulfilment and capital expenditure requirements, long-term strategic goals.
For more information as well as the review of our business plans and targets.
see page 91 For more information
For more information see page 85 see page 92
BOARD OF MANAGEMENT
The work of the Board of Management complements, enhances Examples of actions taken by the Board of Management are:
and supports the work of the JLR plc Board, with the Board of
•R
eviewing and making decisions concerning operational planning
Management operating under the direction and authority of the
associated with the latest five-year business plan of the Group;
Chief Executive Officer. The JLR plc Board delegates to the Board of
Management the execution of the Group’s strategy and the day-to- •E
valuating the performance of the Group against budget and
day management and operation of the Group’s business. forecast; and
• Reviewing and approving potential investments.
The Board of Management is also responsible for overseeing the

implementation of appropriate risk assessment processes and
controls to identify, manage and mitigate the principal risks to the
Group. This includes the review, approval and communication of the
risk management policy and framework.
For more information see page 86
DISCLOSURE COMMITTEE OTHER EX AMPLES OF

MANAGEMENT COMMITTEES
Supports the JLR plc Board and Audit Committee in reviewing
and approving the final form of quarterly and annual • Risk Management Committee
announcements and statements relating to the performance • Product Committee
of the Group.
• Health and Safety Committee
For more information see page 92
• Security Committee
• Unusual Events Committee
• Financial Risk and Assurance Committee
• Financial Risk Committee

GOVERNANCE 89
E X A M P L E S O F K E Y M AT T E R S C O N S I D E R E D B Y T H E J L R P L C B O A R D
DURING FISCAL 2018/19
TOPIC/ACT IVIT Y ACT I O NS PRO G R E S S
S T R AT E G Y
Review of the business and Analysed the automotive industry trends and retail outlook New models introduced, such as Jaguar I-PACE and the Range
operating model and assessed the potential impact on the Group Rover plug-in hybrids, supported by a new battery assembly
centre to support the move away from diesel
Reviewed the Group’s performance against its competitors
Production of Land Rover Discovery models is being relocated
from Solihull to the new Slovakia plant
Workforce reduction of 4,500 announced, following release of
1,500 employees in 2018
Monitoring of opportunities Supported continued investment to promote sustainable Issuance of €500 million seven-year 4.5 per cent bond
for acquisitions and new business growth over the long term
Issuance of $1 billion syndicated loan
revenue streams
Used cash to implement ongoing programmes to support
business growth
Considered and approved the Group’s debt funding arrangements
Discussion of the Group’s capital Reviewed a number of opportunities in the fiscal year Implementation of Project Charge cost efficiency initiative to
structure and financial strategy improve cash flow and profitability
Reviewed and approved, where appropriate, the business cases
for internally developed future business
RISK MANAGEMENT AND INTERNAL CONTROL
Review the Group’s principal Clearly articulated the Group’s approach to risk Agreed Group-level risks and a robust set of mitigating
risks and the effectiveness of the activities, which are regularly monitored
Reviewed and updated approach to identify and manage
systems of internal control and
principal risks Further developed the Group’s approach to risk
risk management
Continuing assessment of significant and emerging risks, including Considered movements in key risks resulting from changes to
geopolitical uncertainty and the impact of Brexit likelihood or business impact
Put in place a comprehensive cross-functional Brexit
Governance programme, minimising impact of a no-deal
Brexit where possible
LEADERSHIP AND PEOPLE
Review composition of the JLR plc Discussed the composition of the JLR plc Board and its committees, The Board of Management and Senior Directors’ Forum is
Board and its committees including succession planning in place and well established
Review the development of people Ongoing commitment to maintaining a balance of appropriate Senior leadership team has remained in place during the
and talent in the Group, including skills and experience among the Board of Management and fiscal year
succession planning for senior roles associated committees
Discuss the results of the employee Conducted a thorough review of Pulse surveys to identify areas Continued focus on engagement and development of
engagement survey and devise for improvement employees through offering a wide range of training courses
strategic actions arising from it
Encouraged interaction between employees across the Group
G O V E R N A N C E , S TA K E H O L D E R S A N D S H A R E H O L D E R S
Review the Group’s purpose, goal, Considered sustainability, including the Group’s impact on Reviewed developments in corporate governance and
vision and values communities and the environment received key legal and regulatory updates
Monitored and addressed regular Health and Safety updates
Encourage strong engagement Actively supported engagement opportunities Ongoing discussions at all levels of the business with
with investors and stakeholders shareholders
Regularly reviewed and acted upon feedback from key stakeholders
Engagement with other stakeholders based on feedback
FINANCIAL PERFORMANCE
Assessment of the Group’s Evaluated the Group’s performance against budget and forecast Reviewed and approved the latest five-year business plan for
financial performance the Group
Reviewed the quarterly and annual results and associated
presentations to investors Approved the annual report
EFFECTIVENESS
THE JLR PLC BOARD INDUCTION, DEVELOPMENT
The JLR plc Board will continue to consider the core areas AND SUPPORT
described previously, but in particular will focus on: All new directors receive a full, formal and tailored induction upon
• Continued development of our product pipeline; joining the JLR plc Board. We also plan the JLR plc Board calendar so
that directors are able to visit the increasing number of Jaguar Land
• The efficiency and quality of the Slovakia plant and the
Rover geographic locations and are briefed on a wide range of topics
continuing contract manufacturing through our agreement
throughout the year.
with Magna Steyr;
• Expanding our product development facilities and the ongoing These topics range from those with particular relevance for our business,
investment in UK manufacturing facilities; such as global automotive demand, to more general matters, such as
• Leading innovation in autonomy, connectivity, electrification developments in corporate governance. We recognise that our directors
and shared mobility; have a range of experience, and so we encourage them to attend
• Developing our people and the workforce of tomorrow; and external seminars and briefings that will assist them individually.
• Ongoing review and monitoring of external risk factors,

considering their impact on the future of the Company in light E VA L U AT I O N
of upcoming changes in both the political and the economic The JLR plc Board continuously assesses its effectiveness in the
environment. following areas:
• The flow and quality of information to the JLR plc Board;
HOW WE DIVIDE UP
• The decision-making process and culture; and
OUR RESPONSIBILITIES
• The outcome of the decisions made by the JLR plc Board.
Chairman of the JLR plc Board
Responsible for leading the JLR plc Board, its effectiveness and
The JLR plc Board and Audit Committee also provide direct feedback
governance. Also sets the agenda to take full account of the
to management committees.
issues and concerns of the directors and ensures effective links
between external stakeholders, the Board and management.
Non-executive directors
Constructively challenge the Chief Executive Officer and
monitor the delivery of the Group strategy within the risk and
controls environment set by the JLR plc Board.
Chief Executive Officer

Responsible for the day-to-day leadership, management and
control of the Group, for recommending the Group strategy to
the JLR plc Board and for implementing the Group strategy and
decisions of the JLR plc Board.
GOVERNANCE 91
A C C O U N TA B I L I T Y
AUDIT COMMITTEE
Composition of the Audit Committee External audit

Andrew Robb, Chairman We reviewed the significant audit issues with the external auditor
Nasser Munjee and how they have been addressed in the financial statements.
P. B. Balaji We also evaluated the external auditor by reviewing the firm’s
independence, its internal quality control procedures and any
Role of the Audit Committee material issues raised by the most recent quality control review
• Monitors the integrity of the financial statements, including the of the audit firms. This included the findings of any enquiry or
review of significant financial reporting issues and judgements investigation carried out by government or professional bodies
alongside the findings of the external auditor. with respect to one or more independent audits performed by the
• Oversees the relationship with the external auditor, external audit external auditor within the last five years.
process, nature and scope of the external audit and the appointment,
effectiveness, independence and fees of the external auditor. KPMG, the external auditor, has now completed its second year in
post and has continued to gain a good understanding of the business.
• Monitors and reviews the effectiveness of Corporate Audit, ensuring
Section 139(2) of the Indian Companies Act, 2013 mandates that all
coordination with the activities of the external auditor.
listed companies rotate their auditors once the auditor has served as
• Reviews the effectiveness of the Group’s systems for internal an auditor for a period of 10 or more consecutive years. Under these
financial control, financial reporting and risk management. regulations, the Group will be required to retender the audit no later
than 2027 and the Committee will keep the external auditor tender
Main activities of the Audit Committee during the year under review and act in accordance with any changes in regulations
Financial reporting and best practice relating to the tenure of the external auditor.
During the year, we as the Audit Committee met with the external
auditor and management as part of the Fiscal 2018/19 annual To help safeguard KPMG’s objectivity, independence and
and quarterly reporting approval process a total of eight times. We effectiveness, the Group has a non-audit services policy, which sets
reviewed the draft financial statements and considered a number out the circumstances and financial limits within which the external
of supporting papers. This included reviewing information presented auditor may be permitted to provide certain non-audit services. This
by management on significant accounting judgements to ensure all policy sets a presumption that KPMG should only be engaged for
issues raised have been properly dealt with; reviewing presentation non-audit services where there is an obvious and compelling reason
and disclosure to ensure adequacy, clarity and completeness; to do so (for example, its skills and experience or ability to provide the
reviewing the documentation prepared to support the going services) and provided such work does not impair its independence
concern statement given on page 111; and reviewing external audit or objectivity and has no impact on the audited financial statements.
reports. The key matters considered in the year were review of the It prohibits KPMG from providing certain services, including legal,
Group’s impairment assessment for Fiscal 2018/19; review of the valuation, actuarial and internal audit. The Audit Committee
Group’s implementation and transition projects for IFRS 9 Financial approves all non-audit services before they are performed.
Instruments, IFRS 15 Revenue from Contracts with Customers
and IFRS 16 Leases; the issuance of debt; and valuation of pension Non-audit fees paid to KPMG in the year totalled £0.9 million (2018:
liabilities. Monitoring of GDPR and information and cyber security £0.5 million), representing 17 per cent of the fees paid for audit and
continues to be focused on and enhanced. audit-related assurance services.
Internal controls Corporate Audit

We reviewed the effectiveness of financial reporting, internal During the year, we regularly reviewed the adequacy of the Corporate
control over financial reporting and risk management procedures Audit function, the Corporate Audit charter, staffing and the
within the Group, with particular regard given to compliance with seniority of the official heading the function, the reporting structure,
the provisions of section 404 of the Sarbanes-Oxley Act and other the budget, the coverage and frequency of corporate audits, the
relevant regulations. The reviews also considered any potential structure of Corporate Audit and approval of the audit plan.
material weaknesses or significant deficiencies in the design or
operation of the Group’s internal control over financial reporting We also met with Corporate Audit and the external auditor on a one-
that are reasonably likely to adversely affect the Group’s ability to to-one basis twice during the year. This forms an important part of
record, process and report financial data. We receive reports from our consideration and control, ensuring that they have an open and
the external auditor, Business Assurance and Corporate Audit with direct forum with the Audit Committee.
respect to these matters.
DISCLOSURE COMMITTEE
Composition of the Disclosure Committee • Reviewed areas of key management judgement and significant
Chief Financial Officer and his direct reports transactions, including their presentation and disclosure in both the
quarterly and annual financial statements.
Matters considered during the year • Reviewed new disclosures in both the quarterly and annual financial
• Reviewed and updated the terms of reference of the Committee. statements for appropriateness.
• Reviewed the audit and control findings from the external auditor. • Considered the impact of new accounting standards on the Group.
R E M U N E R AT I O N C O M M I T T E E
Composition of the Remuneration Committee • Retirement benefits. The Group has a number of defined benefit
Andrew Robb, Chairman pension schemes that are closed to new employees. Executives
Natarajan Chandrasekaran who are members of these schemes will continue to accrue
benefits, but most executives now either have defined contribution
In addition to the Committee members, the Chief Executive provisions or elect to receive a cash allowance in lieu of retirement
Officer is invited to attend meetings, except where there is a benefits. The cash allowance is at the same level as the equivalent
conflict of interest. The Remuneration Committee is supported by defined contribution provision.
the Executive Director, Human Resources and Global Purchasing • Other benefits. Executives are eligible to participate in the Group’s
and the HR Director, Global Reward and Mobility. management car programme, medical arrangements, and life
insurance and disability plans.
Role of the Remuneration Committee
• Sets and monitors the strategy and policy for the remuneration Performance-related elements
of the Board of Management and other senior executives • Annual bonus. The Global Bonus Plan is designed to reward
(“executives”). achievement of short-term financial and strategic measures to
• Determines the design and eligibility for annual and long-term support the Group’s strategy. Performance is measured against
incentive plans (LTIPs) for executives and approves payments quantifiable one-year financial and operational targets.
under the plans. • Long-term incentive. The LTIP is designed to reward and encourage
• Determines performance measures and targets for any alignment with the Group’s long-term sustainable growth strategy.
performance-related incentive plans. Performance is measured over a three-year period against a
• Oversees any major changes in remuneration. balanced scorecard of quantifiable financial and operational targets
aligned to long-term growth.
Remuneration policy
The remuneration policy is designed to attract, retain and
motivate executives of the highest quality, encouraging them
to deliver exceptional business performance aligned to Jaguar
Land Rover’s strategy and the objective of delivering long-term
sustainable growth in value.
Executive remuneration components
Fixed elements
• Salary. Designed to recruit and retain individuals with the
necessary knowledge, skills and experience to deliver the
Group’s strategic objectives. Salary is reviewed annually
and benchmarked against comparable roles in appropriate
comparator groups (such as other UK engineering companies
and European automotive companies).
GOVERNANCE 93
E X E C U T I V E R E M U N E R AT I O N
There is clear linkage between 10% 30% PBT

25% Adjusted
Cash flow EBIT1 growth
Jaguar Land Rover business strategy Costs Cash flow
Quality 30% Volume growth
and the performance-related 25% Volume Sustainability
elements of remuneration. BO N US LT IP
PERF ORM AN C E PE RFO RM AN C E
MEASURE S M E ASURE S
20% 25%
15% 20%
Base salary Base salary

The overall objective is to deliver Benefits
19% Benefits
executive pay in line with a Annual bonus Annual bonus
LTIP LTIP
market median range for target 33% 39%
performance, with enhanced TA RGE T M A X IM UM 6%
EXEC UT IV E 33% E X EC UT IV E
reward opportunity to reflect
REMU N E RAT IO N RE M UN E RAT IO N
exceptional business performance.
Overall remuneration is balanced,
with the majority linked to business 10%
36%
performance and a heavier 24%
weighting on long-term performance
compared to short-term.
I N V E S T O R R E L AT I O N S
ENGAGEMENT
SOLE SHAREHOLDER on 22 June 2018, Jaguar Land Rover hosted its first investor day,
where investors had the opportunity to meet with Jaguar Land Rover
Jaguar Land Rover Automotive plc (and its subsidiaries) is a wholly
senior management to discuss recent results and the Company’s
owned subsidiary of Tata Motors Limited (held through TML Holdings
strategy and aspirations.
Pte. Ltd. (Singapore)). The majority of the JLR plc Board also serve as
Directors on the board of Tata Motors Limited. Although we operate
on a stand-alone, arm’s-length basis, we maintain an open and
collaborative strategic relationship with Tata Motors Limited and
C R E D I T R AT I N G A G E N C I E S
cooperate in numerous areas, including engineering, research and As at 31 March 2019, Jaguar Land Rover Automotive plc had a credit
development, and sourcing and procurement. rating of B+ (Credit Watch Negative) from S&P, Ba3 (Negative Outlook)
from Moody’s and BB- (Watch Negative) from Fitch. We maintain
regular and open dialogue with our agencies, including in-depth
B O N D I N V E STO R S reviews of our long-term business plans, so that an independent
assessment of our credit profile can be represented in the market
As at 31 March 2019, we had approximately £3.6 billion of listed
for the benefit of our stakeholders, including current and prospective
bonds outstanding (31 March 2018: £3.6 billion, 31 March 2017:
investors as well as supporting any future debt issuance.
£3.4 billion). We maintain regular dialogue with our bond investors
including the quarterly publication of operational and financial results
on the Group’s website (www.jaguarlandrover.com) supported by
live broadcasts via teleconference calls, as well as attendance at
various bond conferences held throughout the year. In addition,
1 Please see note 3 of the financial statements on page 130 for the definition of adjusted EBIT.
D I R EC TO R S’ R E P O RT
The directors present their report and the Research and development working on their behalf. There have not been
audited consolidated financial statements of The Group is committed to an ongoing any political donations in any of the periods
the Group for the year ended 31 March 2019. programme of expenditure on research covered by these financial statements.
Jaguar Land Rover Automotive plc is a public and development activities as disclosed
limited company incorporated under the laws in note 11 to the consolidated financial Going concern
of England and Wales. The business address statements on page 136. The Group’s business activities, together
of the directors and senior management of with the factors likely to affect its future
the Group is Abbey Road, Whitley, Coventry Financial instruments development, performance and position,
CV3 4LF, England, United Kingdom. The disclosures required in relation to the are set out in the strategic report. The
use of financial instruments by the Group financial position of the Group is described
Future developments and Company, together with details of the on pages 78 to 81. In addition, note 35 to the
Future developments impacting the Group Group’s and Company’s treasury policy and consolidated financial statements includes
are disclosed in the strategic report on management, are set out in note 35 to the the Group’s objectives, policies and processes
pages 5 to 81. consolidated financial statements on pages for managing its exposures to interest rate
162 to 172 and in note 52 on pages 186 to 189 risk, foreign currency risk, credit risk and
Dividends of the parent company financial statements. liquidity risk. Details of the Group’s financial
The directors proposed no dividend for the year instruments and hedging activities are also
ended 31 March 2019. (For the year ended Employee information provided in note 35 to the consolidated
31 March 2018, £225 million was paid in The average number of employees within the financial statements. The JLR plc Board has
June 2018. For the year ended 31 March Group is disclosed in note 7 to the consolidated a reasonable expectation that the Group has
2017, £60 million was paid in June 2017 and financial statements on page 134. adequate resources to continue in operational
£90 million was paid in September 2017.) existence for the foreseeable future.
Apart from determining that an individual Accordingly, the financial statements set out
Directors has the ability to carry out a particular role, on pages 106 to 190 have been prepared on
Biographies of the directors currently serving the Group does not discriminate in any the going concern basis.
on the JLR plc Board are set out on page 85. way. It endeavours to retain employees if
they become disabled, making reasonable Events after the balance sheet date
Directors’ indemnities adjustments to their role and, if necessary, Full details of significant events since the
The Group has made qualifying third-party looking for redeployment opportunities within balance sheet date are disclosed in note 41
indemnity provisions for the benefit of its the Group. The Group also ensures that to the consolidated financial statements on
directors during the year; these remain in training, career development and promotion page 177.
force at the date of this report. opportunities are available to all employees
irrespective of gender, race, age or disability. Code of Conduct
Material interests in shares Directors and employees are required to
Jaguar Land Rover Automotive plc is a wholly Employee involvement comply with the Jaguar Land Rover Code of
owned subsidiary of Tata Motors Limited, held Details of how the Group involves its Conduct, which is intended to help them put
through TML Holdings Pte. Ltd. (Singapore). employees are contained in the strategic the Group’s ethical principles into practice.
report on pages 5 to 81, which are The Code of Conduct clarifies the basic
Share capital incorporated by reference into this report. principles and standards they are required to
Share capital remains unchanged. See note 29 follow and the behaviour expected of them.
to the consolidated financial statements on Political involvement and contributions The Code of Conduct can be found at
page 154 for further details. The Group respects an employee’s right www.jaguarlandrover.com.
to use their own time and resources to
Corporate Governance Statement participate as individual citizens in political Employees, contract staff, third parties with
The Corporate Governance Statement is set and governmental activities of their choice. whom the Group has a business relationship
out on pages 84 to 95 and is incorporated by The Group itself operates under legal (such as retailers, suppliers and agents) and
reference into this report. limitations on its ability to engage in political any member of the public may raise ethical
activities and, even where there are no legal and compliance concerns to the Group’s
Branches restrictions, the Group does not typically global helpline or via group.compliance@
The Group has 11 branches that exist and make contributions to political candidates jaguarlandrover.com.
operate outside of the UK, based in Singapore, or political parties, or permit campaigning on
China and the United Arab Emirates. its property by political candidates (including
those who work for the Group) or persons
GOVERNANCE 95
Slavery and human trafficking statement EU) and applicable law, and they have elected The directors are responsible for the
Pursuant to section 54 of the Modern Slavery to prepare the parent company financial maintenance and integrity of the corporate
Act 2015, the Group has published a slavery statements on the same basis. and financial information included on the
and human trafficking statement for the Company’s website. Legislation in the UK
year ended 31 March 2019. The statement Under company law the directors must not governing the preparation and dissemination
sets out the steps that the Group has taken approve the financial statements unless they of financial statements may differ from
to address the risk of slavery and human are satisfied that they give a true and fair legislation in other jurisdictions.
trafficking occurring within its own operations view of the state of affairs of the Group and
and its supply chains. This statement can parent company and of their profit or loss for Statement of disclosure of information
be found on the corporate website at that period. In preparing each of the Group to auditors
www.jaguarlandrover.com. and parent company financial statements, the In the case of each of the persons who
directors are required to: are directors at the time when the report
Whistle-blowing policy • Select suitable accounting policies and then is approved under section 418 of the
The Group’s whistle-blowing policy apply them consistently; Companies Act 2006, the following applies:
encourages employees to report, in so far as the directors are aware, there is
• Make judgements and estimates that are
confidence and anonymously if preferred, no relevant audit information of which the
reasonable, relevant and reliable;
concerns about suspected impropriety or Group’s auditor is unaware; and the directors
wrongdoing in any matters affecting the • State whether they have been prepared in have taken necessary actions in order to
business. An independent hotline exists to accordance with IFRSs as adopted by the EU; make themselves aware of any relevant audit
facilitate this process. Any matters reported • Assess the Group and parent company’s information and to establish that the Group’s
are thoroughly investigated and escalated to ability to continue as a going concern, auditor is aware of that information.
the Committee. disclosing, as applicable, matters related to
going concern; and Auditor
Diversity policy • Use the going concern basis of accounting A resolution to reappoint KPMG LLP as auditor
Diversity management continues to form a core unless they intend either to liquidate the of the Group is to be proposed at the 2019
part of the Group’s business strategy. We rely Group or the parent company or to cease Tata Motors Limited Annual General Meeting.
on the diversity of our employees to form the operations, or have no realistic alternative
foundation of a strong and dynamic company. but to do so. Acknowledgement
See pages 62 to 65 for further details. The directors wish to convey their appreciation
The directors are responsible for keeping to all employees for their continued
Greenhouse gas emissions adequate accounting records that are commitment, effort and contribution in
The Group is committed to reducing sufficient to show and explain the parent supporting the delivery of the Group’s
greenhouse gas emissions and continues to company’s transactions and disclose with performance. The directors would also
invest heavily in this activity. See pages 58 reasonable accuracy at any time the financial like to extend their thanks to all other key
to 59 for further details. position of the parent company and enable stakeholders for their continued support of the
them to ensure that its financial statements Group and their confidence in its management.
Statement of directors’ responsibilities comply with the Companies Act 2006. They
in respect of the annual report and the are responsible for such internal control as The annual report on pages 1 to 81 was
financial statements they determine is necessary to enable the approved by the JLR plc Board and authorised
The directors are responsible for preparing preparation of financial statements that are for issue on 31 May 2019 and signed on its
the Annual Report and the Group and parent free from material misstatement, whether behalf by:
company financial statements in accordance due to fraud or error, and have general
with applicable law and regulations. responsibility for taking such steps as are
reasonably open to them to safeguard the
Company law requires the directors to assets of the Group and to prevent and detect
prepare Group and parent company financial PROF. DR. RALF D. SPETH
fraud and other irregularities.
CH IEF EXECUTIV E OFFICER
statements for each financial year. Under that
JAGUAR L AND ROV ER AUTOMOT I VE PLC
law and as permitted by Luxembourg market Under applicable law and regulations, the 31 MAY 2019
rules the directors have elected to prepare the directors are also responsible for preparing a
Group financial statements in accordance with Strategic Report and a Directors’ Report that R EGISTER ED ADDR ESS:
International Financial Reporting Standards as ABBEY ROAD, WH ITLEY,
complies with that law and those regulations.
COV ENTRY, CV 3 4LF
adopted by the EU (IFRSs as adopted by the
F I N A N C I A L S TAT E M E N T S 97
FINANCIAL
STATEMENTS
98 Independent Auditor’s report 111 N
otes to the consolidated
to the members of Jaguar financial statements
Land Rover Automotive Plc
178 P
arent company financial
106 Consolidated financial statements statements
106 Consolidated income statement 178 Parent company balance sheet
107 Consolidated statement of 179 P
arent company statement of
comprehensive income/(expense) changes in equity
108 Consolidated balance sheet 180 Parent company cash flow
statement
109 Consolidated statement of
changes in equity 181 N
otes to the parent company
110 Consolidated cash flow statement
98 JAG U A R L A N D ROV E R A U TO M OT I V E PLC A N N U A L R E P O RT 2018 /19
I N D E PE N D E N T A U D I TO R ’S
R E P O RT TO T H E M E M B E R S
OF JAGUAR L AND ROVER
A U TO M OT I V E PLC
1. OUR OPINION IS UNMODIFIED OVERVIEW

We have audited the financial statements of Jaguar
Materiality £100m (2018: £60m)
Land Rover Automotive plc (“the Company”) for
Group financial
the year ended 31 March 2019 which comprise the statements as 0.4% of Total Group revenue (2018:
Consolidated Income Statement, Consolidated Statement a whole 4.0% Group profit before tax)
of Comprehensive Income or Expense, Consolidated Coverage 85% (2018: 91%)
Balance Sheet, Consolidated Statement of Changes in of Total Group revenue
Equity, Consolidated Cash Flow Statement, the parent Key audit matters vs 2018
Company Balance Sheet, the parent Company Statement Recurring risks New Brexit uncertainties
> >
of Changes in Equity, the parent Company Cash Flow New Going concern
Statement, and the related notes, including the parent Impairment of long-life
>
and Group accounting policies in note 2. intangible assets
Valuation of pension
In our opinion:
liabilities
<>
• The financial statements give a true and fair view of the New Capitalisation of
>
state of the Group’s and of the parent Company’s affairs product engineering costs
as at 31 March 2019 and of the Group’s loss for the year Parent Company Recoverability of parent
then ended; key audit matter Company investment
in subsidiaries and
<>
• The Group financial statements have been properly
intra-Group debtors
prepared in accordance with International Financial
Reporting Standards as adopted by the European Union
(IFRSs as adopted by the EU);
2 . K E Y A U D I T M AT T E R S : I N C L U D I N G O U R
• The parent Company financial statements have been A S S E S S M E N T O F R I S K S O F M AT E R I A L
properly prepared in accordance with IFRSs as adopted M I S S T AT E M E N T
by the EU and as applied in accordance with the
Key audit matters are those matters that, in our
provisions of the Companies Act 2006; and
professional judgement, were of most significance in
• The financial statements have been prepared in the audit of the financial statements and include the
accordance with the requirements of the Companies most significant assessed risks of material misstatement
Act 2006. (whether or not due to fraud) identified by us, including
Basis for opinion those which had the greatest effect on the overall audit
We conducted our audit in accordance with International strategy, the allocation of resources in the audit and
Standards on Auditing (UK) (“ISAs (UK)”) and applicable directing the efforts of the engagement team. These
law. Our responsibilities are described below. We have matters were addressed, and our results are based on
fulfilled our ethical responsibilities under, and are procedures undertaken, in the context of our audit of
independent of the Group in accordance with, UK ethical the financial statements as a whole, and in forming our
requirements including the FRC Ethical Standard. We opinion on these matters. In arriving at our opinion above,
believe that the audit evidence we have obtained is a the key audit matters were as follows:
sufficient and appropriate basis for our opinion.
Independent auditor’s
report to the members
of Jaguar Land Rover
Automotive plc
The risk Our response

The impact of uncertainties Unprecedented levels of uncertainty We developed a standardised firm-wide approach
due to the UK exiting the All audits assess and challenge the reasonableness of to the consideration of the uncertainties arising from
European Union on our audit estimates, in particular as described in the Impairment Brexit in planning and performing our audits. Our
of long-life intangible assets and Capitalisation of procedures included:
product engineering costs (together referred to as
• Our Brexit knowledge: We considered the directors’
“the key audit matters affected”), and related disclosures
assessment of Brexit-related sources of risk for the
and the appropriateness of the going concern basis of
Group’s business and financial resources compared
preparation of the financial statements (see below).
with our own understanding of the risks. We
All of these depend on assessments of the future
considered the directors’ plans to take action to
economic environment and the Group’s future
mitigate the risks.
prospects and performance.
• Sensitivity analysis: When addressing the
Brexit is one of the most significant economic events
impairment of long-life intangible assets,
for the UK and at the date of this report its effects
capitalisation of product engineering costs and going
are subject to unprecedented levels of uncertainty
concern and other areas that depend on forecasts
of outcomes, with the full range of possible effects
and cash flows, we compared the directors’ analysis
unknown.
to our assessment of the full range of reasonably
possible scenarios resulting from Brexit uncertainty
and, where forecast cash flows are required to be
discounted, considered adjustments to discount
rates for the level of remaining uncertainty.
• Assessing transparency: As well as assessing

individual disclosures as part of our procedures on
the key audit matters affected we considered all
of the Brexit-related disclosures together, including
those in the strategic report, comparing the overall
picture against our understanding of the risks.
However, no audit should be expected to predict the

unknowable factors or all possible future implications
for a company and this is particularly the case in relation
to Brexit.

Going concern Disclosure quality • Funding assessment: Evaluated the Group and
The financial statements explain how the Board has parent Company’s financing terms.
Refer to page 111 (accounting
formed a judgement that it is appropriate to adopt the
policy) • Key dependency assessment: Assessed sufficiency
going concern basis of preparation for the Group and
of Group and parent Company’s resources to repay
parent Company and whether any material uncertainties
the debt falling due in at least the 18 months from
exist in relation to the going concern assumption.
the date of approval of the financial statements.
That judgement is based on an evaluation of the inherent
• Historical accuracy: Evaluated historical forecasting
risks to the Group and parent Company, in particular risks
accuracy of key inputs, including cash forecasts, by
associated with political uncertainty, and how those risks
comparing to the actual results.
might affect the Group and parent Company’s financial
resources or ability to continue operations over a period • Historical comparisons: Assessed appropriateness
of at least a year from the date of approval of the financial of Group and parent Company’s assumptions used in
statements. the cash flow projections by comparing those, where
appropriate, to historical trends in volumes
The risks most likely to adversely affect the Group and
and margins.
parent Company’s available financial resources over this
period were: • Benchmarking assumptions: Assessed
• The impact of trading disputes between the US and appropriateness of Group and parent Company’s
China and the US and the EU (leading to potential assumptions used in the cash flow projections by
tariff changes), which are disrupting sales behaviour comparing to externally derived data in relation to key
and consumer confidence in China and the US and inputs such as sales volumes and cost inflation, where
causing significant costs on export of goods; and appropriate taking into consideration historical trends
in volumes and margins.
• The impact of Brexit on the Group’s supply chain and
on the export of goods by not maintaining free and • Sensitivity analysis: Considered sensitivities over
frictionless trade. the level of available financial resources indicated
by the Group and parent Company’s financial
The risk for our audit was whether or not those risks were
forecasts, taking account of reasonably possible
such that they amounted to a material uncertainty that
(but not unrealistic) adverse effects that could arise
may have cast significant doubt on the ability to continue
from these risks individually and collectively, such as
as a going concern. Had they been such, then that fact
increased tariffs as a result of Brexit, the US–EU and
would have been required to have been disclosed.
US–China trade disputes and tariff challenges.
• Assessing transparency: Performed procedure over

the completeness and accuracy of the disclosures
in the financial statements and ensured that they
reflect the position of the Group’s financing and the
risks associated with the Group‘s ability to continue
as a going concern.
Automotive plc

Impairment of long-life Forecast-based valuation • Historical accuracy: Evaluated historical forecasting
intangible assets The Group holds a significant amount of long-life accuracy of key inputs, including cash forecasts, by
intangible assets on its balance sheet, within a single comparing to the actual results.
(£5,627 million; 2018:
cash-generating unit. The weak trading performance in
£6,763 million) • Historical comparisons: Assessed appropriateness
China and the falling market capitalisation of the ultimate
of Group and parent Company’s assumptions used in
Refer to page 119 (accounting parent Company, Tata Motors Limited (“TML”), led the
the cash flow projections by comparing those, where
policy) and page 147 (financial Group to perform an impairment assessment at both
appropriate, to historical trends in volumes
disclosures). 31 December 2018 and 31 March 2019.
and margins.
The Group recognised an impairment of £3.1 billion
• Benchmarking assumptions: Assessed
during the year ended 31 March 2019.
appropriateness of Group and parent Company’s
The recoverable value is considered to be the higher of assumptions used in the cash flow projections by
the Company’s assessment of the value in use (“VIU”) comparing to externally derived data in relation to key
methodology and fair value less costs of disposal inputs such as sales volumes and cost inflation, where
(“FVLCD”) methodology. appropriate taking into consideration historical trends
in volumes and margins.
There is a risk over the Group’s assessment and
measurement of impairment and therefore the • Benchmarking assumptions: Compared the Group’s
impairment of long-life intangible assets due to: discount rate and long-term growth rate calculation
to external benchmark data and comparative
• VIU model using optimistic expectations of key
companies’ rates and reperformed the discount rate
assumptions such as future sales volumes, gross
calculation using the capital asset pricing model with
margins, overheads and capital expenditure; and
the assistance of our valuation specialists.
• FVLCD model using optimistic adjustments to those
• Sensitivity analysis: Performed a sensitivity analysis
cash flows used within the VIU model to reflect a
over the reasonably possible combination of changes
market valuation of the Group.
in the forecasts, including the impact of potential
The effect of these matters is that, as part of our risk downside scenarios such as a hard Brexit, US tariffs
assessment, we determined that the value in use of and a slower-than-expected resurgence in the
£8 billion has a high degree of estimation uncertainty, China market.
with a potential range of reasonable outcomes greater
• Comparing valuations: Assessed Group’s
than our materiality for the financial statements as
reconciliation between the estimated market
a whole, and possibly many times that amount. The
capitalisation of the Group and its VIU and FVLCD.
financial statements in note 18 disclose the sensitivities
estimated by the Group. • Benchmarking assumptions: Compared the
earnings multiple used in the FVLCD to comparative
companies and to market data sources with the
assistance of specialists.
• Assessing transparency: Assessed the

completeness and accuracy of the disclosures in the
financial statements and ensured that the disclosure
reflects the impact of reasonably possible downside
assumptions on the amount of impairment.

Valuation of pension liabilities Subjective valuation • Control operation: Tested the controls over the
(£8,648 million; 2018: Small changes in the assumptions applied to the assumptions applied in the valuation and inspected
£8,320 million) valuation of the liabilities, being the discount rate, the Group’s annual validation of the assumptions
inflation rate and mortality/life expectancy used to value used by its actuarial expert. Tested the Group’s
Refer to page 121, Defined
the Group’s pension obligation (before deducting scheme controls operating over selection and monitoring of
benefit obligation estimate
assets) would have a significant effect on the Group’s net its actuarial expert for competence and objectivity.
(accounting policy) and page
pension deficit. The risk is that these assumptions are
155, Defined benefit obligation • Benchmarking assumptions: Challenged, with the
inappropriate, resulting in an inappropriate valuation of
(financial disclosures). support of our own actuarial specialists, the key
scheme liabilities.
assumptions applied to the valuation of the liabilities,
The effect of these matters is that, as part of our risk being the discount rate, inflation rate and mortality/
assessment, we determined that valuation of the life expectancy against externally derived data.
pension obligation has a high degree of estimation
• Assessing transparency: Considered the adequacy
uncertainty, with a potential range of reasonable
of the Group’s disclosures in respect of the sensitivity
outcomes greater than our materiality for the financial
of the deficit to these assumptions.
statements as a whole, and possibly many times that
amount. The financial statements (note 32) disclose the
sensitivity estimated by the Group.
Capitalisation of product Forecast-based valuation • Control operation: Tested the control over the
engineering costs The application of the capitalisation criteria set out in Group’s retrospective review of historically forecast
IAS 38 by the Group involves key judgements around the material production costs at the point capitalisation
(£4,859 million; 2018:
date capitalisation commences. commenced against actual costs observed in
£5,713 million)
manufacture, being a key input to management’s
As a result of noting that the Group capitalises a high
Refer to page 118 (accounting assessment of whether future economic benefit of
proportion of costs related to its product development
policy) and page 146 (financial development projects is probable, and the control
spend compared to its peers and the Group recognising
disclosures). over the Group’s judgements as to whether indirect
an impairment charge of £3.1 billion over long-life assets
personnel and overhead costs are considered
during the year, we assess that there is an elevated risk of
directly attributable.
material misstatement.
• Benchmarking assumptions: Compared the
Accounting application in relation to this
assumptions applied in the Group’s assessment
The application of the capitalisation criteria set out in
of economic viability to externally derived data in
IAS 38 by the Group involves key judgements as
relation to key inputs such as projected volume sales.
to whether the nature of costs capitalised are
directly attributable. • Assessing forecasts: Assessed the Group’s
economic viability calculation by comparing relevant
The effect of these matters is that, as part of our
factors to source documentation, application of
risk assessment, we determined that capitalisation
downside sensitivities to stress test assumptions,
of product engineering costs has a high degree of
and work over the Group’s overall forecasts.
estimation uncertainty, with a potential range of
reasonable outcomes greater than our materiality for the • Historical comparison: Performed a retrospective
financial statements as a whole, and possibly many times review to compare and assess previous economic
that amount. The financial statements (note 2) disclose a viability assumptions against the actual outturn.
reasonably possible alternative.
• Comparing valuations: Compared the volumes used
in the economic viability forecast produced by the
Group to the VIU model in the impairment of long-
life assets’ assessment for consistency.
• Assessing transparency: Considered the adequacy

of the Group’s disclosures in respect of the Group’s
judgement of whether the IAS 38 capitalisation
criteria have been met.
Automotive plc

Recoverability of parent Low risk, high value • Tests of detail: Compared the carrying amount of
Company investment in The amount of the parent Company’s investment in the parent Company’s only investment with the
subsidiaries and intra-Group its subsidiary, which acts as an intermediate holding subsidiary’s draft balance sheet and assessed 100%
debtors company for the rest of the Company’s subsidiaries, of the Group debtor balance to identify whether its
represents 25% (2018: 28%) of the parent Company’s net assets, being an approximation of their minimum
Investment (£1,655 million;
assets. The carrying amount of the intra-Group debtors recoverable amount, were in excess of their carrying
2018: £1,655 million)
balance comprises the remaining 75% (2018: 72%). amount and assessed whether the Group headed by
Intra-Group debtors the subsidiary has historically been profit making.
Their recoverability is not at a high risk of significant
(£4,898 million;
misstatement or subject to significant judgement. • Assessing subsidiary audits: Assessed the work
2018: £4,314 million)
However, due to their materiality and following the weak performed as part of the Group audit over the
Refer to page 121 (accounting trading performance of the Group, in the context of the subsidiaries’ profits and net assets.
policy) and page 183 (financial Company financial statements this is considered to
• Comparing valuations: Compared the carrying
disclosures). be one of the areas that had the greatest effect on our
amount of the investment in the subsidiary to
overall Company audit.
the Group’s estimated market capitalisation of its
ultimate parent, adjusted to exclude the liabilities of
the parent Company and net assets of companies
outside the Group, being an approximation of the
recoverable amount of the investment.
We continue to perform procedures over completeness Group revenue Group materiality

and accuracy of warranty provisions and revenue £24,214m £100m
(2018: £25,786m) (2018: £60m)
deductions for incentives anticipated on vehicles sold.
£100m
However, following the revision of our materiality, we Whole financial statements
materiality (2018: £60m)
no longer consider the risk over the completeness and
accuracy of the accrual for revenue deductions for £95m
incentives anticipated on vehicles sold to be one of the Range of materiality at
11 components
most significant risks in our current-year audit; therefore, (£15m–£95m)
(2018: £5m–£55m)
it is not separately identified in our report this year.
Similarly, we no longer consider the risk over £5m

completeness and accuracy of warranty provisions to be Misstatements reported
Revenue to the Audit Committee
one of the most significant risks in our current-year audit; Group materiality (2018: £2.75m)
therefore, it is not separately identified in our report

this year.
3 . O U R A P P L I C AT I O N O F M AT E R I A L I T Y
AND AN OVERVIEW OF THE SCOPE OF
OUR AUDIT
Materiality for the Group financial statements as a whole
was set at £100 million (2018: £60 million), determined
with reference to a benchmark of total Group revenue
(2018: Group profit before tax), of which it represents
0.4% (2018: 4.0% Group profit before tax).
We consider total Group revenue to be the most

appropriate benchmark, as it provides a more stable
measure year on year than Group profit before tax. In
addition, a materiality level of £100 million is considered
appropriate in the context of the impairment charge to
long-life assets of £3.1 billion.
Materiality for the parent Company financial statements

as a whole was set at £65 million (2018: £55 million),
determined with reference to a benchmark of Company
total assets, of which it represents 1% (2018: 0.9%).
We agreed to report to the Audit Committee any performed by component auditors and the rest, including
corrected or uncorrected identified misstatements the audit of the parent Company, was performed by the
exceeding £5 million in addition to other identified Group team.
misstatements that warranted reporting on
The Group team visited three (2018: three) component
qualitative grounds.
locations in the United States, China and Germany in
Of the Group’s 37 (2018: 31) reporting components, both years to assess the audit risk and strategy. Video
we subjected 4 (2018: 4) to full-scope audits for Group and telephone conference meetings were also held with
purposes and 7 (2018: 9) to specified risk-focused audit these component auditors and all others which were
procedures. The latter were not individually financially not physically visited. At these visits and meetings, the
significant enough to require a full-scope audit for Group findings reported to the Group team were discussed in
purposes, but did present specific individual risks that more detail, and any further work required by the Group
needed to be addressed. team was then performed by the component auditor.
The components within the scope of our work accounted 4 . W E H AV E N O T H I N G T O R E P O R T O N

for the percentages illustrated below. GOING CONCERN
The directors have prepared the financial statements on
Group revenue Group profit before tax
2% the going concern basis as they do not intend to liquidate
2%
18% the Company or the Group or to cease their operations,
13% and as they have concluded that the Company’s and
the Group’s financial position means that this is realistic.
They have also concluded that there are no material
85% 97%
(2018: 91%) (2018: 98%) uncertainties that could have cast significant doubt over
their ability to continue as a going concern for at least a
73% 96% year from the date of approval of the financial statements
72% 95% (“the going concern period”).
Our responsibility is to conclude on the appropriateness of

Group total assets the directors’ conclusions and, had there been a material
5% uncertainty related to going concern, to make reference
7% to that in this audit report. However, as we cannot
predict all future events or conditions, and as subsequent
Full scope for Group audit events may result in outcomes that are inconsistent with
93% purposes 2019
Specified risk-focused audit
judgements that were reasonable at the time they were
(2018: 95%) procedures 2019 made, the absence of reference to a material uncertainty
Full scope for Group audit
purposes 2018 in this auditor’s report is not a guarantee that the Group
90% Specified risk-focused audit
procedures 2018 and the Company will continue in operation.
86%
Residual components
We identified going concern as a key audit matter (see
section 2 of this report). Based on the work described in
The remaining 15% (2018: 9%) of total Group revenue,
our response to that key audit matter, we are required to
3% (2018: 2%) of Group profit before tax and 7%
report to you if:
(2018: 5%) of total Group assets are represented by
20 (2018: 18) reporting components, none of which • We have anything material to add or draw attention to
individually represented more than 3% (2018: 2%) of in relation to the directors’ statement in note 2 to the
any of total Group revenue, Group profit before tax or financial statements on the use of the going concern
total Group assets. For these residual components, we basis of accounting with no material uncertainties
performed analysis at an aggregated Group level to re- that may cast significant doubt over the Group and
examine our assessment that there were no significant Company’s use of that basis for a period of at least
risks of material misstatement within these. 12 months from the date of approval of the financial
statements; or
The Group team instructed component auditors as to the
• We have concluded that the use of the going concern
significant areas to be covered, including the relevant risks
basis of accounting is inappropriate or there is an
detailed above and the information to be reported back.
undisclosed material uncertainty that may cast
The Group team approved the component materialities,
significant doubt over the use of that basis for a period
which ranged from £15 million to £95 million (2018:
of at least a year from the date of approval of the
£5 million to £55 million), having regard to the mix of size
financial statements.
and risk profile of the Group across the components. The
work on 9 of the 11 (2018: 11 of the 13) components was We have nothing to report in these aspects.
Automotive plc
5 . W E H AV E N O T H I N G T O R E P O R T O N T H E Auditor’s responsibilities
O T H E R I N F O R M AT I O N I N T H E A N N U A L Our objectives are to obtain reasonable assurance about
REPORT whether the financial statements as a whole are free from
The directors are responsible for the other information material misstatement, whether due to fraud or error,
presented in the Annual Report together with the financial and to issue our opinion in an auditor’s report. Reasonable
statements. Our opinion on the financial statements does assurance is a high level of assurance, but does not
not cover the other information and, accordingly, we do guarantee that an audit conducted in accordance with
not express an audit opinion or, except as explicitly stated ISAs (UK) will always detect a material misstatement
below, any form of assurance conclusion thereon. when it exists. Misstatements can arise from fraud or error
and are considered material if, individually or in aggregate,
Strategic report and directors’ report they could reasonably be expected to influence the
Based solely on our work on the other information: economic decisions of users taken on the basis of the
• We have not identified material misstatements in the financial statements.
strategic report and the directors’ report;
A fuller description of our responsibilities is provided on the
• In our opinion the information given in those reports FRC’s website at www.frc.org.uk/auditorsresponsibilities.
for the financial year is consistent with the financial
statements; and 8. THE PURPOSE OF OUR AUDIT
• In our opinion those reports have been prepared in WORK AND TO WHOM WE OWE OUR
accordance with the Companies Act 2006. RESPONSIBILITIES
This report is made solely to the Company’s members,
6 . W E H AV E N O T H I N G T O R E P O R T O N as a body, in accordance with Chapter 3 of Part 16 of
T H E O T H E R M AT T E R S O N W H I C H W E A R E the Companies Act 2006. Our audit work has been
REQUIRED TO REPORT BY EXCEPTION undertaken so that we might state to the Company’s
Under the Companies Act 2006, we are required to report members those matters we are required to state to
to you if, in our opinion: them in an auditor’s report and for no other purpose. To
• Adequate accounting records have not been kept by the the fullest extent permitted by law, we do not accept or
parent Company, or returns adequate for our audit have assume responsibility to anyone other than the Company
not been received from branches not visited by us; or and the Company’s members, as a body, for our audit
work, for this report, or for the opinions we have formed.
• The parent Company financial statements are not in
agreement with the accounting records and returns; or
• Certain disclosures of directors’ remuneration specified
by law are not made; or
• We have not received all the information and
JOHN LEECH (SENIOR STATUTORY AUDITOR)
explanations we require for our audit.
FOR AND ON BEHALF OF KPMG LLP,
We have nothing to report in these respects. STATUTORY AUDITOR
CHARTERED ACCOUNTANTS
7. R E S P E C T I V E R E S P O N S I B I L I T I E S
ONE SNOWHILL
Directors’ responsibilities SNOW HILL QUEENSWAY
As explained more fully in their statement set out on BIRMINGHAM
page 95, the directors are responsible for the preparation B4 6GH
of the financial statements, including being satisfied that 3 JUNE 2019
they give a true and fair view; such internal control as
they determine is necessary to enable the preparation
of financial statements that are free from material
misstatement, whether due to fraud or error; assessing
the Group and parent Company’s ability to continue as a
going concern, disclosing, as applicable, matters related
to going concern; and using the going concern basis of
accounting unless they either intend to liquidate the
Group or the parent Company or to cease operations, or
have no realistic alternative but to do so.
C O N S O L I D AT E D F I N A N C I A L
S TAT E M E N T S
C O N S O L I D AT E D I N C O M E S T AT E M E N T
2018 2017
2019 restated** restated**
Year ended 31 March Note £m £m £m
Revenue 5 24,214 25,786 24,339
Material and other cost of sales* 4, 6 (15,670) (16,328) (15,071)
Employee costs* 4, 7 (2,820) (2,722) (2,490)
Other expenses* 4, 10 (5,567) (5,846) (5,376)
Exceptional items 4 (3,271) 438 151
Engineering costs capitalised 11 1,576 1,610 1,426
Other income 205 420 379
Depreciation and amortisation (2,164) (2,075) (1,656)
Foreign exchange (loss)/gain and fair value adjustments (59) 29 (253)
Finance income 12 35 33 33
Finance expense (net) 12 (111) (85) (68)
Share of profit of equity accounted investments 15 3 252 159
(Loss)/profit before tax 13 (3,629) 1,512 1,573
Income tax credit/(expense) 14 308 (398) (331)
(Loss)/profit for the year (3,321) 1,114 1,242
Attributable to:
Owners of the Company (3,325) 1,112 1,242
Non-controlling interests 4 2 –
* “Material and other cost of sales”, “Employee costs” and “Other expenses” exclude the exceptional items explained in note 4.
** See note 2 for details of the restatement due to changes in accounting policies.
Consolidated financial
statements
C O N S O L I D AT E D S T AT E M E N T O F C O M P R E H E N S I V E I N C O M E / ( E X P E N S E )
2018 2017
2019 restated* restated*
Items that will not be reclassified subsequently to profit or loss:
Remeasurement of defined benefit obligation 32 (270) 546 (895)
Loss on effective cash flow hedges of inventory (197) – –
Income tax related to items that will not be reclassified 14, 20 76 (89) 143
(391) 457 (752)
Items that may be reclassified subsequently to profit or loss:
Gain/(loss) on cash flow hedges (net) 92 2,442 (1,729)
Currency translation differences (4) (4) 34
Income tax related to items that may be reclassified 14, 20 (19) (462) 322
69 1,976 (1,373)
Other comprehensive (expense)/income net of tax (322) 2,433 (2,125)
Total comprehensive (expense)/income attributable to shareholder (3,643) 3,547 (883)
Attributable to:
Owners of the Company (3,647) 3,545 (883)
* See note 2 for details of the restatement due to changes in accounting policies.
C O N S O L I D AT E D B A L A N C E S H E E T
2018 2017
As at 31 March Note £m £m £m
Non-current assets
Investments 15 546 516 475
Other financial assets 16 170 414 270
Property, plant and equipment 17 6,492 7,417 5,885
Intangible assets 18 5,627 6,763 6,167
Other non-current assets 19 83 82 80
Deferred tax assets 20 512 413 511
Total non-current assets 13,430 15,605 13,388
Current assets
Cash and cash equivalents 21 2,747 2,626 2,878
Short-term deposits and other investments 1,028 2,031 2,609
Trade receivables 1,362 1,612 1,273
Other financial assets 16 314 494 218
Inventories 23 3,608 3,767 3,464
Other current assets 19 570 630 517
Current tax assets 10 10 3
Total current assets 9,639 11,170 10,962
Total assets 23,069 26,775 24,350
Current liabilities
Accounts payable 24 7,083 7,614 6,508
Short-term borrowings 25 881 652 179
Other financial liabilities 26 1,042 1,189 2,139
Provisions 27 988 758 644
Other current liabilities 28 664 547 490
Current tax liabilities 94 160 144
Total current liabilities 10,752 10,920 10,104
Non-current liabilities
Long-term borrowings 25 3,599 3,060 3,395
Other financial liabilities 26 310 281 1,399
Provisions 27 1,140 1,055 988
Retirement benefit obligation 32 667 438 1,461
Other non-current liabilities 28 521 454 362
Deferred tax liabilities 20 101 583 60
Total non-current liabilities 6,338 5,871 7,665
Total liabilities 17,090 16,791 17,769
Equity attributable to shareholders
Ordinary shares 29 1,501 1,501 1,501
Capital redemption reserve 29 167 167 167
Other reserves 30 4,305 8,308 4,913
Equity attributable to shareholders 5,973 9,976 6,581
Total equity 5,979 9,984 6,581
Total liabilities and equity 23,069 26,775 24,350
These consolidated financial statements were approved by the Board and authorised for issue on 31 May 2019. They were signed on its behalf by:
PROF. DR. R A L F D. S PE T H
C HI EF EXE C U T I V E O F F ICE R
CO MPAN Y R E G IST E R E D N U M B ER: 06 4 7 7 6 9 1
Consolidated financial
statements
C O N S O L I D AT E D S T AT E M E N T O F C H A N G E S I N E Q U I T Y
Equity
Capital attributable Non–
Ordinary redemption Other to controlling Total
shares reserve reserves shareholder interests equity
£m £m £m £m £m £m
Balance at 1 April 2018 restated* 1,501 167 8,308 9,976 8 9,984
Adjustment on initial application of IFRS 9 and
IFRS 15 (net of tax) – – (32) (32) – (32)
Adjusted balance at 1 April 2018 1,501 167 8,276 9,944 8 9,952
(Loss)/profit for the year – – (3,325) (3,325) 4 (3,321)
Other comprehensive expense for the year – – (322) (322) – (322)
Total comprehensive (expense)/income – – (3,647) (3,647) 4 (3,643)
Amounts removed from hedge reserve and
recognised in inventory – – (122) (122) – (122)
Income tax related to amounts removed from
hedge reserve and recognised in inventory – – 23 23 – 23
Dividend – – (225) (225) – (225)
Distribution to non-controlling interest – – – – (6) (6)
Balance at 31 March 2019 1,501 167 4,305 5,973 6 5,979
Balance at 1 April 2017 1,501 167 4,913 6,581 – 6,581

Profit for the year restated* – – 1,112 1,112 2 1,114
Other comprehensive income for the year
restated* – – 2,433 2,433 – 2,433
Total comprehensive income restated* – – 3,545 3,545 2 3,547
Dividend – – (150) (150) – (150)
Acquisition of non-controlling interest – – – – 11 11
Distribution to non-controlling interest – – – – (5) (5)
Balance at 31 March 2018 restated* 1,501 167 8,308 9,976 8 9,984
Balance at 1 April 2016 1,501 167 5,946 7,614 – 7,614

Profit for the year restated* – – 1,242 1,242 – 1,242
Other comprehensive expense for the year
restated* – – (2,125) (2,125) – (2,125)
Total comprehensive expense – – (883) (883) – (883)
Dividend – – (150) (150) – (150)
Balance at 31 March 2017 1,501 167 4,913 6,581 – 6,581
C O N S O L I D AT E D C A S H F L O W S T AT E M E N T
2019 2018 2017

Cash flows from operating activities
Cash generated from operations 38 2,458 3,064 3,291
Dividends received 15 22 206 68
Income tax paid (227) (312) (199)
Net cash generated from operating activities 2,253 2,958 3,160
Cash flows used in investing activities
Investment in equity accounted investments 15 – – (12)
Purchases of other investments (14) (25) (1)
Investment in other restricted deposits (35) (26) (32)
Redemption of other restricted deposits 36 16 51
Movements in other restricted deposits 1 (10) 19
Investment in short-term deposits and other investments (2,437) (5,493) (5,097)
Redemption of short-term deposits and other investments 3,511 6,016 3,797
Movements in short-term deposits and other investments 1,074 523 (1,300)
Purchases of property, plant and equipment (1,590) (2,135) (1,584)
Proceeds from sale of property, plant and equipment 2 – 1
Net cash outflow relating to intangible asset expenditure (1,785) (1,614) (1,473)
Finance income received 34 33 33
Acquisition of subsidiaries (net of cash acquired) – 6 –
Net cash used in investing activities (2,278) (3,222) (4,317)
Cash flows (used in)/generated from financing activities
Finance expenses and fees paid (210) (158) (150)
Proceeds from issuance of short-term borrowings 649 543 488
Repayment of short-term borrowings (703) (546) (443)
Proceeds from issuance of long-term borrowings 1,214 373 857
Repayment of long-term borrowings (547) – (57)
Payments of lease obligations (2) (4) (4)
Distributions to non-controlling interests (3) (5) –
Dividends paid 31 (225) (150) (150)
Net cash generated from financing activities 173 53 541
Net increase/(decrease) in cash and cash equivalents 148 (211) (616)
Cash and cash equivalents at beginning of year 21 2,626 2,878 3,399
Effect of foreign exchange on cash and cash equivalents (27) (41) 95
Cash and cash equivalents at end of year 21 2,747 2,626 2,878
Notes to the consolidated
N O T E S T O T H E C O N S O L I D AT E D
F I N A N C I A L S TAT E M E N T S
1 Background and operations

Jaguar Land Rover Automotive plc (“the Company”) and its subsidiaries are collectively referred to as “the Group” or
“JLR”. The Company is a public limited company incorporated and domiciled in the United Kingdom. The address of its
registered office is Abbey Road, Whitley, Coventry CV3 4LF, England, United Kingdom.
The Company is a subsidiary of Tata Motors Limited, India and acts as an intermediate holding company for the Jaguar
Land Rover business. The principal activity during the year was the design, development, manufacture and marketing of
high-performance luxury saloons, specialist sports cars and four-wheel-drive off-road vehicles.
These consolidated financial statements have been prepared in Pound Sterling (GBP) and rounded to the nearest million
GBP (£ million) unless otherwise stated. Results for the year ended and as at 31 March 2017 have been disclosed solely
for the information of the users.
2 Accounting policies
S T AT E M E N T O F C O M P L I A N C E
These consolidated and parent company financial statements have been prepared in accordance with International
Financial Reporting Standards (IFRS) and IFRS Interpretation Committee (IFRS IC) interpretations as adopted by the
European Union (EU) and the requirements of the United Kingdom Companies Act 2006 applicable to companies
reporting under IFRS.
The Company has taken advantage of section 408 of the Companies Act 2006 and, therefore, the separate financial
statements of the Company do not include the income statement or the statement of comprehensive income of the
Company on a stand-alone basis.
B A S I S O F P R E P A R AT I O N
The consolidated financial statements have been prepared on a historical cost basis except for certain financial
instruments, which are measured at fair value. Historical cost is generally based on the fair value of the consideration
given in exchange for the assets. The principal accounting policies adopted are set out below. The balance sheet and
accompanying notes as at 31 March 2017 have been disclosed solely for the information of the users.
GOING CONCERN
The financial statements have been prepared on a going concern basis, which the directors consider to be appropriate for
the following reasons.
The directors have assessed the financial position of the Group as at 31 March 2019 (net assets of £5,979 million (2018:
£9,984 million, 2017: £6,581 million)) and the projected cash flows and financial performance of the Group for the period
to 31 March 2021. After consideration of a reasonably possible downside scenario (a reduction in forecast sales volumes
of 10 per cent) as well as a no-deal Brexit scenario, the Company forecasts sufficient funds to meet its liabilities as they
fall due throughout the assessment period even if no new funding is sought.
Therefore, the directors consider, after making appropriate enquiries and taking into consideration the risks and
uncertainties facing the Group, that the Group has adequate resources to continue in operation as a going concern for the
foreseeable future and is able to meet its obligations linked to the borrowings in place. Accordingly, the directors continue
to adopt the going concern basis in preparing these consolidated and parent company financial statements.
B A S I S O F C O N S O L I D AT I O N
Subsidiaries
The consolidated financial statements include Jaguar Land Rover Automotive plc and its subsidiaries. Subsidiaries
are entities controlled by the Company. Control exists when the Company has power over the investee, is exposed or
has rights to variable return from its involvement with the investee and has the ability to use its power to affect its
returns. In assessing control, potential voting rights that currently are exercisable are taken into account, as well as
other contractual arrangements that may influence control. All subsidiaries of the Group given in note 42 to the parent
company financial statements are included in the consolidated financial statements.
Intercompany transactions and balances including unrealised profits are eliminated in full on consolidation.
2 Accounting policies (continued)

Joint ventures and associates (equity accounted investments)
Joint ventures are those entities over whose activities the Group has joint control, established by contractual agreement
and requiring unanimous consent for decisions about the relevant activities of the entity, being those activities that
significantly affect the Group’s returns. Associates are those entities in which the Group has significant influence but not
control or joint control. Significant influence is the power to participate in the financial and operating policy decisions of the
investee and is presumed to exist when the Group holds between 20 and 50 per cent of the voting power of the investee.
Joint ventures and associates are accounted for using the equity method and are recognised initially at cost. The Group’s
investment includes goodwill identified on acquisition, net of any accumulated impairment losses. The consolidated financial
statements include the Group’s share of the income and expenses, other comprehensive income and equity movements of
equity accounted investments, from the date that joint control or significant influence commences until the date that joint
control or significant influence ceases. When the Group’s share of losses exceeds its interest in an equity accounted investment,
the carrying amount of that interest (including any long-term investments) is reduced to nil and the recognition of further losses
is discontinued except to the extent that the Group has an obligation or has made payments on behalf of the investee.
When the Group transacts with a joint venture or associate of the Group, profits and losses are eliminated to the extent
of the Group’s interest in its joint venture or associate.
Dividends received are recognised when the right to receive payment is established.
U S E O F E S T I M AT E S A N D J U D G E M E N T S
The preparation of financial statements in conformity with IFRS requires the use of judgements, estimates and
assumptions that affect the reported amounts of assets and liabilities at the date of the financial statements and the
reported amounts of revenues and expenses during the reporting period. Those that are significant to the Group are
discussed separately below.
Notes 17 and 18 provide further details of the exceptional impairment charge recognised in the year ended 31 March
2019, including disclosing additional sensitivities performed.
JUDGEMENTS
In the process of applying the Group’s accounting policies, management has made the following judgements, which
have the most significant effect on the amounts recognised in the consolidated financial statements:
Revenue recognition: Vehicle revenue, as the primary source of income for the Group, is recognised when control of
the vehicle passes to the customer, which the Group has assessed is when the vehicle is either despatched or held on
behalf of the customer but depends on the underlying terms of the customer contract. Control of an asset refers to
having the ability to direct the use of the asset and obtain substantially all of the remaining economic benefit.
The transfer of control depends on the consideration of a number of facts and circumstances surrounding the relevant
transaction, such as the transfer of risks and rewards of ownership, transfer of legal title, transfer of physical possession,
customer acceptance and whether or not an entity has a present right to payment. The Group determines the transfer
of control with reference to those factors, thus ultimately driving revenue recognition.
In some instances, the Group recognises revenue on a bill-and-hold basis where control of the vehicle has been
transferred to the customer but physical possession is retained by the Group (for example, within a vehicle holding
compound) until a future point in time. Revenue is recognised on the meeting of bill-and-hold criteria, which are
considered to be met as the reason for the bill-and-hold is substantive (as the customer requests JLR to retain
possession, usually due to a lack of available space at their own premises), the vehicles are identifiable as separately
belonging to the customer (on the basis that each vehicle has a unique Vehicle Identification Number), the vehicle
must be ready for physical transfer to the customer (which it is, given that it is fully built and safety-checked off the
manufacturing line) and the Group does not have the ability to use the vehicle or direct it elsewhere.
Assessment of cash-generating units: The Group has determined that there is one cash-generating unit. This is on the
basis that there are no smaller groups of assets that can be identified with certainty that generate specific cash inflows
that are independent of the inflows generated by other assets or groups of assets. Refer to note 18.
Alternative performance measures (APMs): Management exercises judgement in determining the adjustments to
apply to IFRS measurements in order to derive APMs that provide additional useful information on the underlying trends.
Refer to note 3.

Capitalisation of product engineering costs: The Group undertakes significant levels of research and development
activity, and for each vehicle programme a periodic review is undertaken. The Group applies judgement in determining
at what point in a vehicle programme’s life cycle the recognition criteria under IAS 38 are satisfied and estimates the
proportion of central overhead allocated. If a later point had been used then this would have had the impact of reducing
the amounts capitalised as product engineering costs. If central overheads had not been allocated it would have
reduced the amount capitalised by £146 million.
Deferred tax asset recognition: The extent to which deferred tax assets can be recognised is based on an assessment
of the probability that future taxable income will be available against which the deductible temporary differences and
tax loss carry-forwards can be utilised. In addition, significant judgement is required in assessing the impact of any legal
or economic limits or uncertainties in various tax jurisdictions.
E S T I M AT E S A N D A S S U M P T I O N S
The areas where assumptions and estimates are significant to the financial statements are as described below. The
estimates and associated assumptions are based on historical experience and various other factors that are believed to be
reasonable under the circumstances, the results of which form the basis of making the judgements about carrying values
of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates.
Significant estimates are those that have a significant risk of resulting in a material adjustment to the carrying amounts of
assets and liabilities within the next year. Other estimates are those that may affect carrying amounts in the longer term.
S I G N I F I C A N T E S T I M AT E S
Impairment of intangible and tangible fixed assets: The Group tests annually whether indefinite lived intangible fixed
assets have suffered any impairment. The recoverable amount of the cash-generating unit is based on the higher of
value in use and the fair value less cost of disposal. Value in use is calculated from cash flow projections generally over
five years using data from the Group’s latest internal forecasts and extrapolated beyond five years using estimated
long-term growth rates. Key assumptions and sensitivities for impairment are disclosed in note 18. The Group has
considered it appropriate to include additional sensitivities for the year ended 31 March 2019 for further transparency.
Retirement benefit obligation: The present value of the post-employment benefit obligations depends on a number of
factors that are determined on an actuarial basis using a number of assumptions. The assumptions used in determining
the net cost/(income) for pensions include the discount rate, inflation and mortality assumptions. Any changes in these
assumptions will impact upon the carrying amount of post-employment benefit obligations. Key assumptions and
sensitivities for post-employment benefit obligations are disclosed in note 32.
O T H E R E S T I M AT E S
Product warranties: The Group provides product warranties on all new vehicle sales. Provisions are generally
recognised when vehicles are sold or when new warranty programmes are initiated. Based on historical warranty claim
experience, assumptions have to be made on the type and extent of future warranty claims and customer goodwill
(representing the Group’s constructive obligation to its customers when managing those warranty claims), as well
as on possible recall campaigns. These assessments are based on experience of the frequency and extent of vehicle
faults and defects in the past. In addition, the estimates also include assumptions on the amounts of potential repair
costs per vehicle and the effects of possible time or mileage limits. The provisions are regularly adjusted to reflect new
information. Refer to note 27.
The Group also has back-to-back contractual arrangements with its suppliers in the event that a vehicle fault is proven
to be a supplier’s fault. Estimates are made of the expected reimbursement claims based upon historical levels of
recoveries by supplier, adjusted for inflation and applied to the population of vehicles under warranty at the balance
sheet date. Supplier reimbursement claims are presented as separate assets in note 16.
Investment in equity accounted investees: At each balance sheet date or when there are indicators of impairment,
the Group assesses whether there is any objective evidence that the carrying value of equity accounted investments
may be impaired. As a result of the slowdown in the Chinese automotive market, at 31 March 2019, the Group’s
investment in Chery Jaguar Land Rover Automotive Company Ltd. was tested for impairment in accordance with IAS 36
by comparing the carrying value of the investment to its recoverable amount. The recoverable amount is dependent on
a wide range of assumptions, including sales volume forecasts, operating margin, capital expenditure and discount rate.

These assumptions are primarily based on a combination of the investment’s historical performance, the Group’s latest
internal forecasts and market data on the expectation for the Chinese automotive market. The estimated recoverable
amount of the investment is higher than the carrying value. If the assumptions do not materialise, in whole or in part,
these will impact the entity’s expected future cash flows and may result in a future impairment. The Group used a
discount rate of 10.8 per cent in the value in use calculation. A discount rate of 11.5 per cent would result in a value in
use equal to the carrying amount of the investment.
The carrying values of equity accounted investments are disclosed in note 15.
Variable marketing expense: The Group offers sales incentives in the form of variable marketing expense to customers,
which vary depending on the timing and customer of any subsequent sale of the vehicle. This sales incentive is
accounted for as a revenue reduction and is constrained to a level that is highly probable not to reverse the amount of
revenue recognised when any associated uncertainty is subsequently resolved. The Group estimates the expected sales
incentive by market and considers uncertainties including competitor pricing, ageing of dealer stock and local market
conditions. The constraint on variable consideration is estimated with reference to historical accuracy, the current
position of market conditions and a future-looking assessment considering relevant geopolitical factors.
Uncertain tax provisions: Tax provisions are recognised for uncertain tax positions where a risk of an additional
tax liability has been identified and it is probable that the Group will be required to settle that tax. Measurement is
dependent on management’s expectations of the outcome of decisions by tax authorities in the various tax jurisdictions
in which the Group operates. This is assessed on a case-by-case basis using in-house experts, professional firms and
previous experience. Where no provision is required the exposure is disclosed as a contingent liability in note 33 unless
the likelihood of an outflow of economic benefits is remote.
REVENUE RECOGNITION
Revenue comprises the consideration earned by the Group in respect of the output of its ordinary activities. It is
measured based on the consideration specified in the contract with the customer and excludes amounts collected on
behalf of third parties, and net of settlement discounts, bonuses, rebates and sales incentives. The Group considers
its primary customers from the sale of vehicles, parts and accessories (its primary revenue-generating streams) are
generally retailers, fleet and corporate customers, and other third-party distributors. The Group recognises revenue
when it transfers control of a good or service to a customer, thus evidencing the satisfaction of the associated
performance obligation under that contract.
As described in note 37, the Group operates with a single automotive reporting segment, principally generating revenue
from the sales of vehicles, parts and accessories.
The sale of vehicles also can include additional services provided to the customer at the point of sale, for which
the individual vehicle and services are accounted for as separate performance obligations, as they are considered
separately identifiable. The contract transaction price is allocated among the identified performance obligations based
on their stand-alone selling prices. Where the stand-alone selling price is not readily available and observable, it is
estimated using an appropriate alternative approach.

Significant revenue
areas Nature, timing of satisfaction of performance obligations and significant payment terms
Vehicles, parts The Group recognises revenue on the sale of vehicles, parts and accessories at the point of
and accessories “wholesale”, which is determined by the underlying terms and conditions of the contract with
(and other goods) the customer as to when control transfers to them. The overall principle of control under IFRS 15
considers which party has the ability to direct the use of an asset and to obtain substantially all of
the remaining economic benefits.
Determining the transfer of control with regards to the sale of goods is driven by a consideration of
a number of factors, including:
• The point at which the risks and rewards of ownership pass to the customer;
• The point at which the customer takes physical possession of the good or product;
• The point at which the customer accepts the good or product;
• The point at which the Group has a present right to payment for the sale of the good or product; and
• The point at which legal title to the good or product transfers to the customer.
In the vast majority of cases, the sale of the relevant good is recognised at the point of dispatch
(at release to the carrier responsible for transportation to the customer) or the point of delivery
to the customer, which coincides with the invoicing point. In some instances, revenue may be
recognised on a bill-and-hold basis where vehicles, for example, are sold to the customer but
are retained in the Group’s possession at a vehicle holding compound on behalf of the customer
ahead of being physically transferred to them at a future time. Such arrangements meet the
criteria for bill-and-hold arrangements under IFRS 15 to ensure that the customer has obtained
the ultimate control of the product when revenue is recognised. The reason for the bill-and-
hold is substantive (as the customer requests JLR to retain possession, usually due to a lack of
available space at their own premises), the vehicles are identifiable as separately belonging to
the customer (on the basis that each vehicle has a unique Vehicle Identification Number), the
vehicle must be ready for physical transfer to the customer (which it is, given that it is fully built
and safety-checked off the manufacturing line) and the Group does not have the ability to use
the vehicle or direct it elsewhere.
The Group operates with financing partners across the world that provide wholesale financing
arrangements to the retail network for vehicle sales, which enables cash settlement to occur
immediately (usually within two working days) for purchases from the Group. For the sale of parts
and accessories, the Group typically receives payment in line with the invoice payment terms
stipulated and agreed with its customers, which are usually 30 days.
Sales incentives In accordance with IFRS 15, the costs associated with providing sales support and incentives
(variable marketing expense) are considered to be variable components of consideration, thus
reducing the amount of revenue recognised by the Group. Under IFRS 15, the Group ensures that
variable consideration is recognised to the extent of the amount to which it ultimately expects
to be entitled.
To meet this principle, the Group constrains its estimate of variable consideration to include
amounts only to the extent that it is highly probable that a significant reversal in the amount
of cumulative revenue recognised will not occur when the uncertainty associated with such
variability is subsequently resolved.
The Group considers that the variable consideration received for contracts with multiple
performance obligations is allocated to all such obligations only when applicable. In the vast
majority of instances, the Group considers that variable components of consideration are
allocated only to the relevant and applicable performance obligations. For example, with the sale
of a vehicle, the cost of the incentive provided is allocated entirely to the vehicle as its purpose is to
incentivise the sale of the vehicle.
Scheduled maintenance Scheduled maintenance contracts sold with a vehicle provide the end customer with the
contracts benefit of bringing their vehicle to a dealership for the routine maintenance required to maintain
compliance for warranty purposes. These are considered a separate performance obligation of
the Group.
The Group typically receives payment relating to the scheduled maintenance contract at the same
time as the proceeds from the vehicle sale, at which point the amount is recognised as a contract
liability based on the stand-alone selling price, which is measured using a cost-plus approach.
The Group recognises revenue for scheduled maintenance contracts based on the expected
performance of the services over the period from the point of a vehicle being retailed to an end
customer and aligning to the expected costs to fulfil those services.

Significant revenue
areas Nature, timing of satisfaction of performance obligations and significant payment terms
Telematics Telematics features provide a service to the customer typically aligned to the warranty period of
the vehicle, allowing for the ability to connect the vehicle with, and interact via, an end customer’s
mobile phone. These are considered a separate performance obligation of the Group.
The Group typically receives payment relating to telematics features up-front at the same time as
the proceeds from the vehicle sale, at which point the amount is recognised as a contract liability
based on the stand-alone selling price, which for optional features is measured at the applicable
purchase price and for standard-fit features is measured using a cost-plus basis.
The Group recognises revenue on a straight-line basis over the term of the service from the point of
the vehicle being retailed to an end customer in line with the expected costs to fulfil those services.
Warranty considerations Vehicles and parts sold by the Group include a standard warranty to guarantee the vehicle
as a service complies with agreed-upon specifications for a defined period of time.
Where the warranty offering to the end customer exceeds the standard market expectation for
similar products, or is considered to provide a service to the end customer in excess of simply providing
assurance that the agreed-upon specification is met, the Group consider the additional warranty to
constitute a service to the end customer and therefore a separate performance obligation.
Revenue is only recognised in the period to which the warranty service relates, up to which point it
is recognised as a contract liability.
Repurchase Some contracts with customers include an option or obligation for the Group to repurchase the
arrangements product sold (including repurchasing a product originally sold as part of an amended product).
Such instances are common in the Group’s arrangements with third-party fleet customers or in
contract manufacturing arrangements that the Group is party to, for example.
The Group does not recognise revenue on the original sale, as in such cases it is considered to retain
ultimate control of that product. The related inventory therefore continues to be recognised on the
Group’s consolidated balance sheet and the consideration received from the customer is treated
as a liability. Nuances in the accounting treatment occur depending on whether the contractual
repurchase price is less than, more than or equal to the original sale price, and this ultimately
results in the arrangement being treated as a lease or a financing arrangement.
If considered to be a lease arrangement, where the repurchase price is lower than the original
sale price, the difference between the proceeds received and the repurchase amount is
recognised as income over the contractual term on a straight-line basis. Revenue recognised
under such arrangements is outside of the scope of IFRS 15 and instead is recognised in line
with IAS 17 Leases.
Revenue is recognised only when the relevant good or product is sold by the Group with no
repurchase obligation or option attached.
Returns obligations, Vehicle sales do not typically include allowances for returns or refunds, although in some
refunds and markets there is legislative requirement for Jaguar Land Rover as an automotive manufacturer to
similar obligations repurchase or reacquire a vehicle if quality issues arise that have been remedied a number of times
and where the owner no longer wishes to own the vehicle as a result.
With regards to the sale of other goods, where rights of return may be prevalent, the Group estimates
the level of returns based on the historical data for specific products, adjusted as necessary to
estimate returns for new products. In line with the requirements of IFRS 15, a sale is not recognised
for expected returns, and instead the Group recognises a refund liability and asset where required.
Non-cash consideration In some instances, the Group engages in transactions that involve non-cash consideration, where
a customer provides consideration in a form other than cash. This is most often demonstrated in
marketing and sponsorship arrangements that the Group enters into, with an exchange of goods
and/or services with its customers.
Such non-cash consideration is measured at its fair value, which is determined by assessing the
selling price value of the goods or services received as consideration. If this cannot be reasonably
estimated, then the Group measures such consideration indirectly with reference to the stand-
alone selling price of the goods or services promised to the customer.
COST RECOGNITION
Costs and expenses are recognised when incurred and are classified according to their nature.
Expenditures are capitalised, where appropriate, in accordance with the policy for internally generated intangible assets
and represent employee costs, stores and other manufacturing supplies, and other expenses incurred for product
development undertaken by the Group.

Material and other cost of sales as reported in the consolidated income statement is presented net of the impact of
realised foreign exchange relating to derivatives hedging cost exposures.
GOVERNMENT GR ANTS AND INCENTIVES

Government grants are recognised when there is reasonable assurance that the Group will comply with the relevant
conditions and the grant will be received.
Government grants are recognised in the consolidated income statement, either on a systematic basis when the Group
recognises, as expenses, the related costs that the grants are intended to compensate or, immediately, if the costs have
already been incurred.
Government grants related to assets are deducted from the cost of the asset and amortised over the useful life
of the asset. Government grants related to income are presented as an offset against the related expenditure,
and government grants that are awarded as incentives with no ongoing performance obligations to the Group are
recognised as other income in the period in which the grant is received.
Sales tax incentives received from governments are recognised in the consolidated income statement at the reduced
tax rate, and revenue is reported net of these sales tax incentives.
FOREIGN CURRENCY
The Company has a functional currency of GBP. The presentation currency of the consolidated financial statements is GBP.
Except where noted below, the directors of the Company have determined that the functional currency of the UK and non-
UK selling operations is GBP, being the primary economic environment that influences these operations. This is on the basis
that the directors assess control as being in the UK and that GBP is the currency that primarily determines sales prices and
is the main currency for the retention of operating income. The functional currency of Chery Jaguar Land Rover Automotive
Company Ltd., the Group’s principal joint venture, is Chinese Yuan (CNY). The functional currency of Jaguar Land Rover Slovakia
s.r.o, Jaguar Land Rover Classic Deutschland GmbH and Jaguar Land Rover Ireland (Services) Limited is Euro, the functional
currency of Jaguar Land Rover India is INR, the functional currency of Jaguar Land Rover Classic USA LLC is USD and the
functional currency of Jaguar Land Rover Hungary KFT is HUF.
Transactions in foreign currencies are recorded at the exchange rate prevailing on the date of transaction. Foreign
currency denominated monetary assets and liabilities are remeasured into the functional currency at the exchange rate
prevailing on the balance sheet date. Exchange differences are recognised in the consolidated income statement as
“Foreign exchange (loss)/gain and fair value adjustments”.
For the purposes of presenting consolidated financial statements, the assets and liabilities of the Group’s foreign
operations (non-GBP functional currency) are translated at exchange rates prevailing on the balance sheet date.
Income and expense items are translated at the average exchange rates for the period. Exchange differences arising, if
any, are recognised in other comprehensive income and accumulated in equity.
I N C O M E TA X E S
Income tax expense comprises current and deferred taxes. Income tax expense is recognised in the consolidated
income statement, except when related to items that are recognised outside of profit or loss (whether in other
comprehensive income or directly in equity) or where related to the initial accounting for a business combination. In the
case of a business combination, the tax effect is included in the accounting for the business combination.
Current income taxes are determined based on respective taxable income of each taxable entity and tax rules
applicable for respective tax jurisdictions.
Deferred tax assets and liabilities are recognised for the future tax consequences of temporary differences between
the carrying values of assets and liabilities and their respective tax bases, and unutilised business loss and depreciation
carry-forwards and tax credits. Such deferred tax assets and liabilities are computed separately for each taxable entity
and for each taxable jurisdiction. Deferred tax assets are recognised to the extent that it is probable that future taxable
income will be available against which the deductible temporary differences, unused tax losses, depreciation carry-
forwards and unused tax credits could be utilised.
Deferred tax assets and liabilities are measured based on the tax rates that are expected to apply in the year when
the asset is realised or the liability is settled and on the tax rates and tax laws that have been enacted or substantively
enacted by the balance sheet date.

Deferred tax assets and liabilities are offset when there is a legally enforceable right to set off current tax assets against
current tax liabilities and when they relate to income taxes levied by the same taxation authority and the Group intends
to settle its current tax assets and liabilities on a net basis.
EXCEPTIONAL ITEMS
Exceptional items are disclosed separately in the consolidated income statement and excluded from adjusted EBIT and
adjusted EBITDA measures to enhance the reader’s understanding of the performance of the Group by excluding items
that would otherwise distort reporting of the Group’s performance due to their size or nature.
The following are included in the Group’s assessment of exceptional items:

• An impairment charge of £3,105 million for the year ended 31 March 2019 following an impairment exercise
undertaken in accordance with IAS 36;
• Restructuring costs of £149 million relating to a Group-wide voluntary redundancy programme announced and
carried out during the year ended 31 March 2019;
• Past service costs and past service credits arising from amendments to the Group’s defined benefit pension plans; and
• The impact of the explosion at the port of Tianjin (China) in August 2015, including reassessments of the provision
against the carrying value of inventory and recoveries of taxes, duties and insurance proceeds in subsequent years.
Further details of exceptional items are given in note 4.
P R O P E R T Y, P L A N T A N D E Q U I P M E N T
Property, plant and equipment is stated at cost of acquisition or construction less accumulated depreciation and
accumulated impairment, if any. Land is not depreciated.
Cost includes purchase price, non-recoverable taxes and duties, labour cost and direct overheads for self-constructed
assets and other direct costs incurred up to the date the asset is ready for its intended use.
Interest cost incurred for constructed assets is capitalised up to the date the asset is ready for its intended use, based
on borrowings incurred specifically for financing the asset or the weighted average rate of all other borrowings, if no
specific borrowings have been incurred for the asset.
Depreciation is charged on a straight-line basis over the estimated useful lives of the assets. Estimated useful lives of
the assets are as follows:
Estimated useful life

Class of property, plant and equipment years
Buildings 20 to 40
Plant, equipment and leased assets 3 to 30
Vehicles 3 to 10
Computers 3 to 6
Fixtures and fittings 3 to 20
The depreciation for property, plant and equipment with finite useful lives is reviewed at least at each year end.
Changes in expected useful lives are treated as changes in accounting estimates.
Assets held under finance leases are depreciated over their expected useful lives on the same basis as owned assets or,
where shorter, the term of the relevant lease. Freehold land is measured at cost and is not depreciated. Residual values
are reassessed on an annual basis.
Depreciation is not recorded on assets under construction until construction and installation are complete and the
asset is ready for its intended use. Assets under construction include capital advances. Depreciation is not recorded on
heritage assets as the Group considers their residual value to approximate their cost.
I N TA N G I B L E A S S E T S
Acquired intangible assets
Intangible assets purchased, including those acquired in business combinations, are measured at acquisition cost, which is
the fair value on the date of acquisition, where applicable, less accumulated amortisation and accumulated impairment, if
any. Intangible assets with indefinite lives are reviewed annually to determine whether an indefinite life assessment continues
to be supportable. If not, the change in the useful life assessment from indefinite to finite is made on a prospective basis.

For intangible assets with finite lives, amortisation is charged on a straight-line basis over the estimated useful lives of
the acquired intangible assets as per the estimated amortisation periods below:
Estimated amortisation period

Class of intangible asset years
Software 2 to 8
Patents and technological know-how 2 to 12
Customer-related – dealer network 20
Intellectual property rights and other intangibles 3 to indefinite
The amortisation for intangible assets with finite useful lives is reviewed at least at each year end. Changes in expected
useful lives are treated as changes in accounting estimates.
Capital work-in-progress includes capital advances. Customer-related intangibles acquired in a business combination
consist of dealer networks. Intellectual property rights and other intangibles mainly consist of brand names, which are
considered to have indefinite lives due to the longevity of the brands.
Internally generated intangible assets

Research costs are charged to the consolidated income statement in the year in which they are incurred.
Product engineering costs incurred on new vehicle platforms, engines, transmission and new products are recognised
as intangible assets – when feasibility has been established, the Group has committed technical, financial and other
resources to complete the development and it is probable that the asset will generate future economic benefits.
The costs capitalised include the cost of materials, direct labour and directly attributable overhead expenditure incurred
up to the date the asset is available for use.
Interest cost incurred is capitalised up to the date the asset is ready for its intended use, based on borrowings incurred
specifically for financing the asset or the weighted average rate of all other borrowings, if no specific borrowings have
been incurred for the asset.
Product engineering cost is amortised over the life of the related product, being a period of between two and ten years.
Capitalised development expenditure is measured at cost less accumulated amortisation and accumulated impairment
loss, if any.
Amortisation is not recorded on product engineering in progress until development is complete.
I M PA I R M E N T
Property, plant and equipment and intangible assets
At each balance sheet date, the Group assesses whether there is any indication that any property, plant and equipment
and intangible assets may be impaired. If any such impairment indicator exists, the recoverable amount of an asset is
estimated to determine the extent of impairment, if any. Where it is not possible to estimate the recoverable amount of
an individual asset, the Group estimates the recoverable amount of the cash-generating unit to which the asset belongs.
Intangible assets with indefinite useful lives and intangible assets not yet available for use are tested for impairment
annually, or earlier if there is an indication that the asset may be impaired.
The estimated recoverable amount is the higher of value in use and fair value less costs of disposal. In assessing value
in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects
current market assessments of the time value of money and the risks specific to the asset (or cash-generating unit) for
which the estimates of future cash flows have not been adjusted.
If the recoverable amount of an asset (or cash-generating unit) is estimated to be less than its carrying amount, the
carrying amount of the asset (or cash-generating unit) is reduced to its recoverable amount. An impairment loss is
recognised immediately in the consolidated income statement.
An annual review of the carrying value of heritage assets is performed as the assets are held at cost and not
depreciated and any write-down in the carrying value is recognised immediately in the consolidated income statement.

Equity accounted investments: Joint ventures and associates
The requirements of IAS 36 Impairment of Assets are applied to determine whether it is necessary to recognise any
impairment loss with respect to the Group’s investment in a joint venture or an associate. When necessary, the entire
carrying amount of the investment (including goodwill) is tested for impairment in accordance with IAS 36 as a single
asset by comparing its recoverable amount (the higher of value in use and fair value less costs of disposal) with its
carrying amount. Any impairment loss recognised forms part of the carrying amount of the investment. Any reversal
of that impairment loss is recognised in accordance with IAS 36 to the extent that the recoverable amount of the
investment subsequently increases.
C A S H A N D C A S H EQ U I VA L E N T S
Cash and cash equivalents comprise cash on hand, demand deposits and highly liquid investments with an original
maturity of up to three months that are readily convertible into known amounts of cash and that are subject to an
insignificant risk of changes in value.
INVENTORIES
Inventories are valued at the lower of cost and net realisable value. Costs of raw materials and consumables are
ascertained on a first-in, first-out basis. Costs, including fixed and variable production overheads, are allocated to work-
in-progress and finished goods, determined on a full absorption cost basis. Net realisable value is the estimated selling
price in the ordinary course of business less estimated cost of completion and selling expenses.
Inventories include vehicles sold subject to repurchase arrangements. These vehicles are carried at cost to the Group
and are amortised in changes in stocks and work-in-progress to their residual values (i.e. estimated second-hand sale
value) over the term of the arrangement.
PROVISIONS
A provision is recognised if, as a result of a past event, the Group has a present legal or constructive obligation that can
be estimated reliably and it is probable that an outflow of economic benefits will be required to settle the obligation.
Provisions are held for product warranty, legal and product liabilities, residual risks, restructuring and environmental risks
as detailed in note 27 to the consolidated financial statements.
Supplier reimbursements are recognised as separate assets within “Other financial assets”. See note 16.
L O N G - T E R M I N C E N T I V E P L A N ( “ LT I P ” )
The Group operated a share-based payment LTIP arrangement for certain employees. The scheme provides a cash
payment to the employee based on a specific number of phantom shares at grant date and the share price of Tata
Motors Limited at the vesting date, subject to profitability and employment conditions. These are accounted for as
cash-settled arrangements, whereby a liability is recognised at fair value at the date of grant, using the Black-Scholes
model. At each balance sheet date, until the liability is settled, the fair value of the liability is remeasured, with any
corresponding changes in fair value recognised in the consolidated income statement.
LEASES
At the inception of a lease, the lease arrangement is classified as either a finance lease or an operating lease, based on
the contractual terms and substance of the lease arrangement.
Assets taken on finance lease

A finance lease is recognised as an asset and a liability at the commencement of the lease, at the lower of the fair
value of the asset and the present value of the minimum lease payments. Initial direct costs, if any, are also capitalised
and, subsequent to initial recognition, the asset is accounted for in accordance with the accounting policy applicable
to that asset. Minimum lease payments made under finance leases are apportioned between the finance expense and
the reduction of the outstanding liability. The finance expense is allocated to each year during the lease term so as to
produce a constant periodic rate of interest on the remaining balance of the liability.
Assets taken on operating lease

Leases other than finance leases are operating leases, and the leased assets are not recognised on the Group’s
consolidated balance sheet. Payments made under operating leases are recognised in the consolidated income
statement on a straight-line basis over the term of the lease in “Other expenses”.
The impact on the Group’s accounting policies for leases under IFRS 16 for the year ended 31 March 2020 is given on
page 129.

EM PLOY EE B EN EFIT S
Pension schemes
The Group operates several defined benefit pension schemes; the UK defined benefit schemes were previously
contracted out of the second state pension scheme until 5 April 2016. The assets of the plans are generally held in
separate trustee-administered funds. The plans provide for a monthly pension after retirement based on salary and
service as set out in the rules of each scheme.
Contributions to the plans by the Group take into consideration the results of actuarial valuations. The plans with
a surplus position at the balance sheet date have been limited to the maximum economic benefit available from
unconditional rights to refund from the scheme or reduction in future contributions. Where the subsidiary group is
considered to have a contractual obligation to fund the pension plan above the accounting value of the liabilities, an
onerous obligation is recognised.
The UK defined benefit schemes were closed to new joiners in April 2010.
For defined benefit schemes, the cost of providing benefits is determined using the projected unit credit method, with
actuarial revaluations being carried out at the end of each reporting period.
Defined benefit costs are split into three categories:

• Current service cost, past service cost and gains and losses on curtailments and settlements;
• Net interest cost; and
• Remeasurement.
Remeasurement comprising actuarial gains and losses, the effect of the asset ceiling and the return on scheme
assets (excluding interest) is recognised immediately in the consolidated balance sheet with a charge or credit to the
consolidated statement of comprehensive income in the period in which they occur. Remeasurement recorded in the
statement of comprehensive income is not recycled.
Past service cost, including curtailment gains and losses, is generally recognised in profit or loss in the period of scheme
amendment. Net interest is calculated by applying the discount rate at the beginning of the period to the net defined
benefit liability.
The Group presents these defined benefit costs within “Employee costs” in the consolidated income statement (see note 7).
Separate defined contribution schemes are available to all other employees of the Group. Costs in respect of these
schemes are charged to the consolidated income statement as incurred.
Post-retirement Medicare scheme

Under this unfunded scheme, employees of some subsidiaries receive medical benefits subject to certain limits of amount,
periods after retirement and types of benefits, depending on their grade and location at the time of retirement. Employees
separated from the Group as part of an early separation scheme, on medical grounds or due to permanent disablement,
are also covered under the scheme. The applicable subsidiaries (and therefore, the Group) account for the liability for the
post-retirement medical scheme based on an annual actuarial valuation.
Actuarial gains and losses

Actuarial gains and losses relating to retirement benefit plans are recognised in the consolidated statement of
comprehensive income in the year in which they arise. Actuarial gains and losses relating to long-term employee
benefits are recognised in the consolidated income statement in the year in which they arise.
Measurement date
The measurement date of all retirement plans is 31 March.
FINANCIAL INSTRUMENTS
Recognition and derecognition
A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity
instrument of another entity. Financial instruments are recognised on the balance sheet when the Group becomes a
party to the contractual provisions of the instrument.
The Group derecognises a financial asset only when the contractual rights to the cash flows from the asset expire or it
transfers the financial asset and substantially all the risks and rewards of ownership of the asset to another entity. If the Group
neither transfers nor retains substantially all the risks and rewards of ownership and continues to control the transferred asset,

the Group recognises its retained interest in the asset and an associated liability for amounts it may have to pay. If the Group
retains substantially all the risks and rewards of ownership of a transferred financial asset, the Group continues to recognise
the financial asset and also recognises a collateralised borrowing for the proceeds received. Any gain or loss arising on
derecognition is recognised in profit or loss. When a financial instrument is derecognised, the cumulative gain or loss in equity
(if any) is transferred to the consolidated income statement unless it was an equity instrument electively held at fair value
through other comprehensive income. In this case, any cumulative gain or loss in equity is transferred to retained earnings.
Financial assets are written off when there is no reasonable expectation of recovery. The Group reviews the facts and
circumstances around each asset before making a determination. Financial assets that are written off could still be
subject to enforcement activities.
Financial liabilities are derecognised when they are extinguished, that is when the obligation is discharged, cancelled or
has expired.
Initial measurement
Initially, a financial instrument is recognised at its fair value. Transaction costs directly attributable to the acquisition or
issue of financial instruments are recognised in determining the carrying amount, if it is not classified as at fair value
through profit or loss. Transaction costs of financial instruments carried at fair value through profit or loss are expensed
in profit or loss.
Subsequently, financial instruments are measured according to the category in which they are classified.
Classification and measurement – financial assets

Classification of financial assets is based on the business model in which the instruments are held as well as the
characteristics of their contractual cash flows. The business model is based on management’s intentions and past
pattern of transactions. Financial assets with embedded derivatives are considered in their entirety when determining
whether their cash flows are solely payment of principal and interest. The Group reclassifies financial assets when and
only when its business model for managing those assets changes.
Financial assets are classified into three categories:
Financial assets at amortised cost are non-derivative financial assets with contractual cash flows that consist solely
of payments of principal and interest and which are held with the intention of collecting those contractual cash flows.
Subsequently, these are measured at amortised cost using the effective interest method less impairment losses, if any.
These include cash and cash equivalents, contract assets, finance receivables and other financial assets.
Financial assets at fair value through other comprehensive income are non-derivative financial assets with contractual
cash flows that consist solely of payments of principal and interest and which are held with the intention of collecting
those contractual cash flows as well as to sell the financial asset. Subsequently, these are measured at fair value, with
unrealised gains or losses being recognised in other comprehensive income apart from any expected credit losses or
foreign exchange gains or losses, which are recognised in profit or loss. This category can also include financial assets
that are equity instruments which have been irrevocably designated at initial recognition as fair value through other
comprehensive income. For these assets, there is no expected credit loss recognised in profit or loss.
Financial assets at fair value through profit or loss are financial assets with contractual cash flows that do not consist
solely of payments of principal and interest. This category includes derivatives, embedded derivatives separated
from the host contract and investments in certain convertible loan notes. Subsequently, these are measured at fair
value, with unrealised gains or losses being recognised in profit or loss, with the exception of derivative instruments
designated in a hedging relationship, for which hedge accounting is applied.
Classification and measurement – financial liabilities

Financial liabilities are classified as subsequently measured at amortised cost unless they meet the specific criteria to
be recognised at fair value through profit or loss.
Other financial liabilities are measured at amortised cost using the effective interest method.
Financial liabilities at fair value through profit or loss include derivatives and embedded derivatives separated from the
host contract as well as financial liabilities held for trading. Subsequent to initial recognition, these are measured at fair
value with gains or losses being recognised in profit or loss.
Embedded derivatives relating to prepayment options on senior notes are not considered as closely related and are
separately accounted unless the exercise price of these options is approximately equal on each exercise date to either
the amortised cost of the senior notes or the present value of the lost interest for the remaining term of the senior notes.

Impairment
The Group recognises a loss allowance in profit or loss for expected credit losses on financial assets held at amortised
cost or at fair value through other comprehensive income. Expected credit losses are forward looking and are measured in
a way that is unbiased and represents a probability-weighted amount, takes into account the time value of money (values
are discounted back using the applicable effective interest rate) and uses reasonable and supportable information.
Lifetime expected credit losses are calculated for assets that were deemed credit impaired at initial recognition or have
subsequently become credit impaired as well as those where credit risk has increased significantly since initial recognition.
The Group adopts the simplified approach permitted in IFRS 9 to apply lifetime expected credit losses to trade
receivables and contract assets, thereby eliminating the need to assess changes in credit risk for those assets. Where
credit risk is deemed low at the reporting date or to have not increased significantly, credit losses for the next 12
months are calculated.
Objective evidence for a significant increase in credit risk may include where payment is overdue by 90 or more days as
well as other information about significant financial difficulties of the borrower.
Credit risk has increased significantly when the probability of default has increased significantly. Such increases are
relative and assessment may include external ratings (where available) or other information such as past due payments.
Historic data and forward-looking information are both considered.
Equity instruments
An equity instrument is any contract that evidences residual interests in the assets of the Group after deducting all of
its liabilities. Equity instruments issued by the Group are recorded at the proceeds received, net of direct issue costs.
Investments in equity instruments are measured at fair value; however, where a quoted market price in an active market
is not available, equity instruments are measured at cost (investments in equity instruments that are not held for
trading). The Group has not elected to account for these investments at fair value through other comprehensive income.
Determination of fair value

Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction
between market participants at the measurement date, regardless of whether that price is directly observable or
estimated using another valuation technique. In estimating the fair value of an asset or liability, the Group takes into
account the characteristics of the asset or liability if market participants would take those characteristics into account
when pricing the asset or liability at the measurement date. Subsequent to initial recognition, the Group determines the
fair value of financial instruments that are quoted in active markets using the quoted bid prices (financial assets held) or
quoted ask prices (financial liabilities held) and using valuation techniques for other instruments. Valuation techniques
include the discounted cash flow method and other valuation models.
Hedge accounting
The Group uses foreign currency forward contracts, foreign currency options and borrowings denominated in foreign
currency to hedge its risks associated with foreign currency fluctuations relating to highly probable forecast transactions.
The Group designates these foreign currency forward contracts, foreign currency options and borrowings denominated in
foreign currency in a cash flow hedging relationship by applying hedge accounting principles under IFRS 9.
The Group uses cross-currency interest rate swaps to convert some of its issued debt from foreign denominated
fixed-rate debt to GBP floating-rate debt. Hedge accounting is applied using both fair value and cash flow hedging
relationships. The designated risks are foreign currency and interest rate risks.
Derivative contracts are stated at fair value on the consolidated balance sheet at each reporting date.
At inception of the hedge relationship, the Group documents the economic relationship between the hedging
instrument and the hedged item, including whether changes in the cash flows of the hedging instrument are expected
to offset changes in the cash flows of the hedged item. The Group documents its risk management objective and
strategy for undertaking its hedging transactions.
The Group designates only the intrinsic value of foreign exchange options in the hedging relationship. The Group
designates amounts excluding foreign currency basis spread in the hedging relationship for both foreign exchange
forward contracts and cross-currency interest rate swaps.
Changes in the fair value of the derivative contracts that are designated and effective as hedges of future cash flows
are recognised in the cash flow hedge reserve within other comprehensive income (net of tax), and any ineffective
portion is recognised immediately in the consolidated income statement.

Changes in both the time value of foreign exchange options and foreign currency basis spread of foreign exchange
forwards and cross-currency interest rate swaps are recognised in other comprehensive income (net of tax) in the cost
of hedging reserve to the extent that they relate to the hedged item (the “aligned” value).
Changes in the fair value of contracts that are designated in a fair value hedge are taken to the consolidated income statement.
They offset the change in fair value, attributable to the hedged risks, of the borrowings designated as the hedged item.
Hedge accounting is discontinued when the hedging instrument expires or is sold, terminated, exercised or no longer
qualifies for hedge accounting. Amounts accumulated in equity are reclassified to the consolidated income statement
in the periods in which the forecast transactions affect profit or loss or as an adjustment to a non-financial item (e.g.
inventory) when that item is recognised on the balance sheet. These deferred amounts are ultimately recognised in
profit or loss as the hedged item affects profit or loss (for example through cost of goods sold).
If the forecast transaction is no longer expected to occur, the net cumulative gain or loss in equity, including deferred
costs of hedging, is immediately transferred and recognised in the consolidated income statement.
Accounting policies applied until 31 March 2018

The Group has applied IFRS 9 from 1 April 2018. The Group has noted that there is not a material impact on the
financial statements for the classification and measurement of financial instruments. As a result, the comparative
information provided in the 2018 and 2017 Annual Reports continues to be accounted for in accordance with the
Group’s previous accounting policy for classification and measurement of financial instruments.
NEW ACCOUNTING POLICY PRONOUNCEMENTS

(a) Standards, revisions and amendments to standards and interpretations significant to the Jaguar Land Rover
Group and applied for the first time in the fiscal year ending 31 March 2019
IFRS 9 Financial Instruments addresses the classification, measurement and recognition of financial assets and
financial liabilities and introduces a new impairment model for financial assets and new rules for hedge accounting.
The Group has undertaken an assessment of classification and measurement on transition and has not identified a
material impact on the financial statements given that equity investments that are not equity accounted are valued at
fair value through profit or loss. The impact on the categorisation of financial assets and liabilities within scope of IFRS 9
is summarised below:
IAS 39 carrying IFRS 9 carrying

amount (31 March amount (31 March
IAS 39 Category IFRS 9 Category 2018) £ million 2018) £ million
Financial assets
Fair value through profit
Fair value through profit and loss – mandatorily
Other investments and loss measured 28 28
Trade receivables Loans and receivables Amortised cost 1,612 1,612
Cash and cash equivalents Loans and receivables Amortised cost 2,626 2,626
Short-term deposits and
other investments Held to maturity Amortised cost 36 36
Short-term deposits and
other investments Loans and receivables Amortised cost 1,995 1,995
Restricted cash Loans and receivables Amortised cost 18 18
Derivative financial Fair value through profit and loss – mandatorily
instruments and loss measured 550 550
Accrued income Loans and receivables Amortised cost 35 35
Other Loans and receivables Amortised cost 91 91
Financial liabilities
Accounts payable Other financial liabilities Amortised cost 7,614 7,614
Borrowings Other financial liabilities Amortised cost 3,712 3,712
Interest accrued Other financial liabilities Amortised cost 32 32
Derivative financial Fair value through profit and loss – mandatorily
instruments and loss measured 925 925
Other Other financial liabilities Amortised cost 15 15

The Group has undertaken an assessment of the impairment provisions, especially with regard to trade receivables,
and has applied the simplified approach under the standard. For all principal markets, the Group operates with major
financial institutions that take on the principal risks of sales to customers, and consequently the Group receives full
payment for these receivables in 0–30 days. Therefore the Group has concluded that there is no material impact under
the standard for remeasurement of impairment provisions, and no transition adjustments have been made.
The Group has undertaken an assessment of its hedge relationships and has concluded that the Group’s current hedge
relationships qualified as continuing hedges upon the adoption of IFRS 9. The Group has identified a change with
respect to the treatment of the cost of hedging, specifically the time value of the foreign exchange options and foreign
currency basis spread included in the foreign exchange forwards and cross-currency interest rate swaps. The time
value of foreign exchange options and the foreign currency basis spread included in the foreign exchange forwards and
cross-currency interest rate swaps is now recorded in a separate component of the statement of other comprehensive
income. Amounts accumulated in equity for hedges of non-financial items will now be recognised as an adjustment
to that non-financial item (i.e. inventory) when recorded on the consolidated balance sheet, and this adjustment has
been made on a prospective basis from 1 April 2018. As such, the Group had a £27 million reduction in net assets on
transition to IFRS 9.
As required under the transition rules of IFRS 9, comparative periods have been restated only for the retrospective
application of the cost of hedging approach for the time value of the foreign exchange options and also the Group’s
voluntary application of foreign currency basis spread included in the foreign exchange forwards and cross-currency
interest rate swaps as a cost of hedging. Accordingly, the information presented for prior periods is not wholly
comparable to the information presented for the current year.
Further, under the published change issued by the IASB in February 2018 regarding the modification of financial
liabilities, an additional charge of £5 million has been recognised for the financial year ended 31 March 2018,
representing the loss recognised on the modification of the Group’s undrawn revolving credit facility.
Impact of retrospective application

The following tables show the impact on the consolidated income statement and consolidated statement of
comprehensive income/(expense) for the years ended 31 March 2018 and 31 March 2017 and on the consolidated
balance sheet as at 31 March 2018. There were no changes to the consolidated balance sheet as at 31 March 2017.
C O N S O L I D AT E D I N C O M E S TAT E M E N T
2018 as 2017 as
previously 2018 previously 2017
reported Restatement restated reported Restatement restated
Year ended 31 March £m £m £m £m £m £m
Foreign exchange gain/
(loss) and fair value
adjustments 48 (19) 29 (216) (37) (253)
Finance expense (net) (80) (5) (85) (68) – (68)
Other income statement
captions 1,568 – 1,568 1,894 – 1,894
Profit before tax 1,536 (24) 1,512 1,610 (37) 1,573
Income tax expense (403) 5 (398) (338) 7 (331)
Profit for the year 1,133 (19) 1,114 1,272 (30) 1,242

C O N S O L I D AT E D S TAT E M E N T O F C O M P R E H E N S I V E I N C O M E / ( E X P E N S E )
2018 as 2017 as
previously 2018 previously 2017
reported Restatement restated reported Restatement restated
Year ended 31 March £m £m £m £m £m £m
Profit for the year 1,133 (19) 1,114 1,272 (30) 1,242
Total items that will not be
reclassified subsequently
to profit or loss 457 – 457 (752) – (752)
Items that may be
reclassified subsequently
to profit or loss:
Gain/(loss) on cash flow
hedges (net) 2,423 19 2,442 (1,766) 37 (1,729)
Currency translation
differences (4) – (4) 34 – 34
Income tax related
to items that may be
reclassified (458) (4) (462) 329 (7) 322
1,961 15 1,976 (1,403) 30 (1,373)
Other comprehensive
income/(expense) net
of tax 2,418 15 2,433 (2,155) 30 (2,125)
Total comprehensive
income/(expense)
attributable to
shareholders 3,551 (4) 3,547 (883) – (883)
C O N S O L I D AT E D B A L A N C E S H E E T
2018 as
previously 2018
reported Restatement restated
Year ended 31 March £m £m £m
Assets
Other non-current assets 87 (5) 82
Other asset captions 26,693 – 26,693
Total assets 26,780 (5) 26,775
Liabilities
Deferred tax liabilities 584 (1) 583
Other liability captions 16,208 – 16,208
Total liabilities 16,792 (1) 16,791
Equity attributable to shareholders
Other reserves 8,312 (4) 8,308
Other equity captions 1,676 – 1,676
Total equity 9,988 (4) 9,984
Total liabilities and equity 26,780 (5) 26,775
Impact on Company financial statements

The £5 million loss recognised on the modification of the Group’s undrawn revolving credit facility during the year ended
31 March 2018 is also applicable to the Company financial statements. A corresponding adjustment has been recorded
to the deferred finance income recognised on intercompany loans to a subsidiary company.
The impact on the Company balance sheet of this restatement is shown below. The transition to IFRS 9 has no impact
on profit after tax or the net assets of the Company in any comparative year.

C O M PA N Y BA L A N C E S H E E T
2018 as
previously 2018
reported Restatement restated
Assets
Other non-current assets 6 (5) 1
Other asset captions 5,972 – 5,972
Total assets 5,978 (5) 5,973
Liabilities
Deferred finance income 29 (5) 24
Other liability captions 3,610 – 3,610
Total liabilities 3,639 (5) 3,634
Total equity 2,339 – 2,339
Total liabilities and equity 5,978 (5) 5,973
IFRS 15 Revenue from Contracts with Customers was adopted by the Jaguar Land Rover Group with a date of
initial application of 1 April 2018. The new standard replaces the requirements under IAS 18 Revenue and IAS 11
Construction Contracts, as well as the related interpretations. The primary purpose of the new standard is to specify
a set of consistently applicable underlying revenue recognition principles across all sectors, industries and types of
arrangements. As a result, the Group has amended its accounting policy for revenue recognition as described on the
following pages and in note 5.
In accordance with the transitional provisions of the standard, the Group has applied IFRS 15 on the modified retrospective
basis. This allows the Group to recognise the cumulative effect of applying the new standard at the date of application
with no restatement of the comparative periods, which remain under the previously existing accounting principles.
However, in using this method, the Group is required to present the current fiscal year’s financial statements on a line-by-
line basis under both IFRS 15 and the previously existing accounting principles to demonstrate the impact of applying the
new standard.
As a result, the Group has recognised a £5 million reduction in net assets on transition to IFRS 15. The impact on the
opening consolidated balance sheet for the year ended 31 March 2019 is given in the table below.
Opening Adjustment on initial Adjusted

balance application of IFRS 15 opening balance
£m £m £m
Other current liabilities 547 6 553
Other non-current liabilities 454 14 468
Provisions (current) 758 (4) 754
Provisions (non-current) 1,055 (11) 1,044
Other reserves 8,308 (5) 8,303
IFRS 15 describes a comprehensive, logical five-step model for determining revenue recognition, including the amount
and timing upon which revenue is recognised. It requires the Group:
1. To identify the contract with a customer;
2. To identify the related performance obligations and distinct promises made by the Group to the customer within the contract;
3. To determine the transaction price, representing the amount of consideration that the Group expects to be entitled to
under the contract;
4. To allocate that contractual transaction price to each performance obligation on a stand-alone selling price basis (or a
valid, reasonable alternative if the stand-alone selling price is not available); and
5. To recognise revenue at a point in time or over time depending on the satisfaction of each performance obligation.
This coincides with when the underlying control of a good or service is transferred to the customer.
The implementation of IFRS 15 has no impact on the timing of revenue recognition associated to the sale of the
physical vehicles, parts and accessories, being the Group’s core revenue-generating streams, and ultimately remains in a
manner consistent with prior years.

The Group considers that the primary impact of IFRS 15 on the accounting treatment for its operations is as follows:
• Sales with multiple performance obligations: Previously, the Group accounted for separately identifiable
components of sales in accordance with IAS 18. Under IFRS 15, the Group considers additional performance
obligations that are required to be accounted for appropriately on a stand-alone selling price basis, for example,
additional obligations of the Group when selling vehicles to its customers, including transportation.
This has further resulted in considerations of whether the Group is a principal or an agent in fulfilling these performance
obligations, given the focus on whether or not it controls the good or service being transferred to the customer. As a
principal, the Group itself considers that it is ultimately responsible for fulfilling that obligation to the customer, and as
an agent, the Group considers that it arranges for an obligation on behalf of its customer. The difference in accounting
treatment is to present revenues and costs on a gross basis as a principal and on a net basis as an agent. The impact of
this for the year ending 31 March 2019 is a reclassification of £330 million of costs from “Other expenses” to “Revenue”.
• Consideration payable to customers: The Group supports its global retail network (being customers of the Group)
through various marketing, training and development initiatives. This results in disbursements made either directly to
its customers or to third parties on behalf of its customers. The Group has considered whether a distinct service that
can be fair valued is received in exchange for making such disbursements, in which case an expense continues to be
recognised as under the previous accounting policy. If not, then such amounts are treated as reductions to revenue
as part of the overall customer relationship, as they ultimately reduce the amount of consideration that the Group is
entitled to as part of the customer contract. The impact of this for the year ending 31 March 2019 is a reclassification
of £85 million of costs from “Other expenses” to “Revenue”.
• Classification of “Revenue” versus “Other income”: Previously the Group’s policy was to recognise non-core Group
income within “Other income” in the financial statements. Under IFRS 15, the Group has reassessed its income
streams with regard to their scope under the standard. As a result, the Group now records income within “Revenue”
that was previously recognised within “Other income” (primarily being royalty income and other retailer-related
income). This arises from the interpretation of the definition of “Revenue” within IFRS 15, particularly focusing on what
is considered an output of the “ordinary activities” of the JLR Group. The impact of this for the year ending 31 March
2019 is a reclassification of £112 million from “Other income” to ‘Revenue”.
• Estimation considerations: IFRS 15 requires the Group to consider the application of its revenue recognition principles
and to ensure that revenue is depicted in a way that reflects the amount of consideration that it expects to be entitled
to. With reference to the estimation of variable consideration, JLR has enhanced its approach to ensure that revenue
is constrained appropriately such that it is not highly probable that a significant reversal in the amount of revenue
recognised will occur when any related uncertainty is subsequently resolved.
• Warranty: Previously, the Group accounted for all warranty as a cost provision in accordance with IAS 37. Under
IFRS 15, the Group has assessed whether the warranty provided includes a service element (i.e. going beyond simply
providing an assurance that a good continues to meet its agreed-upon specification) and accounts for these services
as performance obligations associated with the sale of the vehicle. The Group now accounts for a proportion of
service-type obligations as a contract liability on a stand-alone selling price basis instead of as a warranty provision.
This contract liability will be unwound over the period the services are available and provided to the customer.
The associated costs are expensed as incurred. The impact of this for the year ending 31 March 2019 is an overall
reduction in net assets of £5 million, with a corresponding reclassification between the warranty provision (at a cost
value) and contract liabilities (at a cost-plus-margin value).
The following table summarise the impacts of adopting IFRS 15 on the Group’s consolidated financial statements in
conjunction with the above explanation.
C O N S O L I D AT E D S TAT E M E N T O F P R O F I T O R L O S S A N D O T H E R C O M P R E H E N S I V E I N C O M E
Balances without
adoption of IFRS 15 Effect of change As reported
Year ended 31 March 2019 £m £m £m
Revenue 24,517 (303) 24,214
Other expenses (5,982) 415 (5,567)
Other income 317 (112) 205
The Group has applied IFRS 15 from 1 April 2018 using the modified retrospective method, meaning that comparative
information for the years ending 31 March 2018 and 31 March 2017 has not been restated. As a result, the comparative
information provided for those fiscal periods continues to be accounted for in accordance with the Group’s previous
revenue recognition accounting policies under IAS 18 Revenue.

IFRIC 22 Foreign Currency Transactions and Advance Consideration is effective for accounting periods commencing on
or after 1 January 2018 and addresses the treatment of payments made in advance or consideration received in advance
for transactions denominated in a foreign currency transactions. Where a corresponding non-monetary asset or liability
is recognised, the exchange rate prevailing at the date of transaction should prevail. If there are multiple payments or
advance receipts, a date of transaction is established for each payment or receipt. This situation is relevant to the Group
and the nature of its operations, but the application of this interpretation does not have a material impact to the Group.
The amendment to IFRS 2 Share-Based Payments is effective for accounting periods beginning on or after 1 January
2018. It clarifies how to account for cash-settled share-based payment transactions that include a performance
condition, the classification of share-based payment transactions with net settlement features and the accounting for
modifications of share-based payment transactions from cash-settled to equity-settled.
The amendment in relation to accounting for cash-settled share-based payment transactions when a performance
condition is in place is intended to give further guidance in applying the standard. The Group is currently in compliance with
those clarifications. The remaining amendments to the standard are not applicable to the Group’s operations at this time.
(b) Financial reporting pronouncements, issued by the IASB and endorsed by the EU, that are considered significant
to the Jaguar Land Rover Group but are not yet adopted:
IFRS 16 Leases is effective for the year beginning 1 April 2019 for the Group. This standard replaces IAS 17 Leases,
IFRIC 4 Determining whether an Arrangement contains a Lease, SIC 15 Operating Leases - Incentives and SIC 27
Evaluating the Substance of the Transactions Involving the Legal Form of a Lease interpretations. Under IFRS 16, lessee
accounting is based on a single model, resulting from the elimination of the distinction between operating and finance
leases. All leases will be recognised on the balance sheet with a right-of-use asset capitalised and depreciated over the
estimated lease term together with a corresponding liability that will reduce over the same period with an appropriate
interest charge recognised.
The Group will elect to apply the exemptions for leases with a lease term of 12 months or less (short-term leases)
and for leases for which the underlying asset is of low value. The lease payments associated with those leases are
recognised as an expense on a straight-line basis over the lease term or another systematic basis.
The Group is applying the modified retrospective approach on transition, under which the comparative financial
statements will not be restated. The cumulative impact of the first-time application of IFRS 16 is recognised as an
adjustment to opening equity at 1 April 2019.
The Company has elected to use the following practical expedients permitted by the standard:
• On initial application, IFRS 16 has only been applied to contracts that were previously classified as leases under IFRIC 4;
• Regardless of the original lease term, lease arrangements with a remaining duration of less than 12 months will
continue to be expensed to the income statement on a straight-line basis over the lease term;
• Short-term and low-value leases will be exempt;
• The lease term has been determined with the use of hindsight where the contract contains options to extend or
terminate the lease;
• The discount rate applied as at transition date is the incremental borrowing rate corresponding to the remaining lease term;
and
• The measurement of a right-of-use asset excludes the initial direct costs at the date of initial application.
The financial impact assessment made by the Group is preliminary as not all transaction work requirements have been
finalised. As at the date of initial application, it is expected that the impact on net assets will not be material.
IFRIC 23 Uncertainty over Income Tax Treatments is effective for accounting periods commencing on or after
1 January 2019. The interpretation requires an entity to determine whether uncertain tax positions are assessed
separately or as a group and assess whether it is probable that a tax authority will accept an uncertain tax treatment
used, or proposed to be used, by an entity in its income tax filings.
If yes, the entity should determine its accounting tax position consistently with the tax treatment used or planned to be
used in its income tax filings. If no, the entity should reflect the effect of uncertainty in determining its accounting tax
position. The application of IFRIC 23 is not considered to have a material impact on the Group’s profitability, liquidity and
capital resources or financial position as the existing accounting policy applied by the Group is consistent with IFRIC 23.

(c) Financial reporting pronouncements issued by the IASB but not yet endorsed by the EU and/or not yet effective
and so not yet adopted by the Group:
IFRS 17 Insurance Contracts will replace IFRS 4, the existing accounting standard for insurance contracts, with an
effective date for accounting periods commencing on or after 1 January 2021. However, this has not yet been adopted
for use in the EU.
IFRS 17 requires insurance liabilities to be measured at a current fulfilment value and provides a more uniform measurement
and presentation approach for all insurance contracts. The requirements are designed to achieve the goal of a consistent
principle-base accounting for insurance contracts. The new standard is not expected to have a material impact on the
Group at this time, as certain “insurance-type” offerings common to the automotive industry (such as vehicle warranties
issued by Jaguar Land Rover as an original equipment manufacturer) are treated outside of the scope of IFRS 17, instead
under alternative standards such as IFRS 15 Revenue from Contracts with Customers and IAS 37 Provisions, Contingent
Liabilities and Contingent Assets. A formal impact assessment of IFRS 17 will be performed prior to the effective date and
adoption of the standard by the Group. While early application of IFRS 17 is permitted, the Group does not plan to do so.
Amendments to IAS 19 Employee Benefits were announced to clarify the accounting for plan amendments,
curtailments and settlements and are effective for accounting periods commencing on or after 1 January 2019. If a
plan amendment, curtailment or settlement occurs, it is now mandatory that the current service cost and the net
interest for the period after the remeasurement are determined using the assumptions used for the remeasurement.
In addition, amendments have been included to clarify the effect of a plan amendment, curtailment or settlement on
the requirements regarding the asset ceiling. The Group continues to evaluate the impact of adopting the amendments.
Other standards and interpretations that have been approved but not discussed above are not considered to have a
material impact on the Group consolidated financial statements, and therefore no specific disclosure has been made.
3 Alternative performance measures

In reporting financial information, the Group presents alternative performance measures (“APMs”) that are not
defined or specified under the requirements of IFRS. The Group believes that these APMs, which are not considered
to be a substitute for or superior to IFRS measures, provide stakeholders with additional helpful information on the
performance of the business.
The APMs used within this Annual Report are defined below.
Alternative
performance measure Definition
Adjusted EBITDA Adjusted EBITDA is defined as profit before income tax expense, exceptional items, finance
expense (net of capitalised interest), finance income, gains/losses on unrealised derivatives and
debt, gains/losses on realised derivatives entered into for the purpose of hedging debt, unrealised
fair value gains/losses on equity investments, share of profit/loss from equity accounted
investments, depreciation and amortisation.
Adjusted EBIT Adjusted EBIT is defined as for adjusted EBITDA but including share of profit/loss from equity
accounted investments, depreciation and amortisation.
Loss/profit before tax and
exceptional items Loss/profit before tax excluding exceptional items.
Free cash flow Net cash generated from operating activities less net cash used in investing activities (excluding
movements in short-term deposits) and after finance expenses and fees and payments of lease
obligations. Free cash flow also includes foreign exchange gains/losses on short-term deposits and
cash and cash equivalents.
Total product and other Cash used in the purchase of property, plant and equipment, intangible assets, investments in
investment subsidiaries, equity accounted investments and other trading investments and expensed research
and development costs.
Operating cash flow
before investment Free cash flow before financing excluding total product and other investment.
Working capital Changes in assets and liabilities as presented in note 38 on page 174. This comprises movements
in assets and liabilities excluding movements relating to financing or investing cash flows or non-
cash items that are not included in adjusted EBIT or adjusted EBITDA.
Retail sales Jaguar Land Rover retail sales represent vehicle sales made by dealers to end customers and
include the sale of vehicles produced by our Chinese joint venture, Chery Jaguar Land Rover
Automotive Company Ltd.
Wholesales Wholesales represent vehicle sales made to dealers. The Group recognises revenue on wholesales.
3 Alternative performance measures (continued)

The Group uses adjusted EBITDA as an APM to review and measure the underlying profitability of the Group on
an ongoing basis for comparability as it recognises that increased capital expenditure year on year will lead to a
corresponding increase in depreciation and amortisation expense recognised within the consolidated income statement.
The Group uses adjusted EBIT as an APM to review and measure the underlying profitability of the Group on an ongoing
basis as this excludes volatility on unrealised foreign exchange transactions. Due to the significant level of debt and currency
derivatives held, unrealised foreign exchange can distort the financial performance of the Group from one period to another.
During the year ended 31 March 2019, the definitions of adjusted EBIT and adjusted EBITDA were amended to exclude
unrealised fair value gains and losses on equity investments. The Group considers the amended APM to better measure
underlying profitability of the Group as it aligns the presentation of unrealised gains and losses on financial instruments in
the form of equity investments with other financial instruments. Adjusted EBIT for the year ended 31 March 2018 prior to
the change was £974 million. Adjusted EBITDA for the year ended 31 March 2018 prior to the change was £2,797 million.
Adjusted EBIT and adjusted EBITDA are unchanged for the year ended 31 March 2017.
Free cash flow is considered by the Group to be a key measure in assessing and understanding the total operating
performance of the Group and to identify underlying trends.
Total product and other investment is considered by the Group to be a key measure in assessing cash invested in the
development of future new models and infrastructure supporting the growth of the Group.
Operating cash flow before investment is used as a measure of the operating performance and cash available to the
Group before the direct cash impact of investment decisions.
Working capital is considered by the Group to be a key measure in assessing short-term assets and liabilities that are
expected to be converted into cash within the next 12-month period.
Exceptional items are defined in note 4.
Reconciliations between these alternative performance measures and statutory reported measures are shown below.
ADJUSTED EBIT AND ADJUSTED EBITDA
2018 2017
Adjusted EBITDA 1,981 2,794 2,942
Depreciation and amortisation 13 (2,164) (2,075) (1,656)
Share of profit of equity accounted investments 15 3 252 159
Adjusted EBIT (180) 971 1,445
Foreign exchange (loss)/gain on derivatives 13 (31) 74 (31)
Unrealised (loss)/gain on commodities 13 (34) (2) 148
Foreign exchange (loss)/gain and fair value adjustments
on loans 13 (45) 69 (101)
Foreign exchange (loss)/gain on economic hedges of loans 13 (18) 11 (4)
Finance income 12 35 33 33
Finance expense (net) 12 (111) (85) (68)
Fair value gain on equity investment 13 26 3 –
(Loss)/profit before tax and exceptional items (358) 1,074 1,422
Exceptional items 4 (3,271) 438 151
(Loss)/profit before tax (3,629) 1,512 1,573
R E TA I L A N D W H O L E S A L E S
2019 2018 2017

units units units
Retail sales 578,915 614,309 604,009
Wholesales 507,895 545,298 534,746
The difference between retail and wholesales represents sales made by our Chinese joint venture (2019: 57,428, 2018:
88,212, 2017: 66,060) and timing differences.
3 Alternative performance measures (continued)

FREE CASH FLOW
2019 2018 2017

Net cash generated from operating activities 2,253 2,958 3,160
Net cash used in investing activities (2,278) (3,222) (4,317)
Net cash used in operating and investing activities (25) (264) (1,157)
Payments of finance lease obligations 38 (2) (4) (4)
Adjustments for:
Movements in short-term deposits (1,074) (523) 1,300
Foreign exchange gain/(loss) on short-term deposits 38 71 (55) 57
Foreign exchange (loss)/gain on cash and cash equivalents (27) (41) 95
Free cash flow (1,267) (1,045) 141
T O TA L P R O D U C T A N D O T H E R I N V E S T M E N T
2019 2018 2017

Purchases of property, plant and equipment 1,590 2,135 1,584
Net cash outflow relating to intangible asset expenditure 1,785 1,614 1,473
Research and development expensed 11 421 406 368
Investment in equity accounted investees – – 12
Purchases of other investments 14 25 1
Acquisition of subsidiary – 6 –
Total product and other investment 3,810 4,186 3,438
4 Exceptional items
The exceptional items recognised in the year ended 31 March 2019 comprise:
• An impairment charge of £3,105 million for the year ended 31 March 2019 following an impairment exercise
undertaken in accordance with IAS 36. Further details are given in note 18;
• Restructuring costs of £149 million relating to a Group restructuring programme announced and carried out during
the year ended 31 March 2019; and
• A past service cost of £17 million following a High Court ruling in October 2018 that pension schemes are required
to equalise male and female members’ benefits for the inequalities within guaranteed minimum pension (“GMP”)
earned between 17 May 1990 and 5 April 1997. The Group historically made no assumptions for GMP and therefore
considered the change to be a plan amendment. Further details are given in note 32.
• £1 million of import duties recovered in relation to vehicles damaged in the Tianjin explosion; and
• A past service credit of £437 million following an amendment to the defined benefit pension schemes’ rules that,
among other changes, meant that future retirement benefits would be calculated each year and revalued until
retirement in line with a prescribed rate rather than based upon a member’s final salary at retirement. Further details
are given in note 32.
• £151 million of recoveries in respect of stored vehicles damaged in the Tianjin explosion and including amounts
received for insurance, taxes and saleable vehicles. In addition, a further £35 million of insurance and vehicle
recoveries were recognised in the year ended 31 March 2017 related to additional costs of £35 million incurred in the
year ended 31 March 2017 that were associated with Tianjin, including lost and discounted vehicle revenue.
4 Exceptional items (continued)

The tables below set out the exceptional items recorded in the years ended 31 March 2019, 2018 and 2017 and the
impact on the consolidated income statement if these items were not disclosed separately as exceptional items.
Employee costs Other expenses

Year ended 31 March 2019 Note £m £m
Excluding exceptional items 2,820 5,567
Impairment 17, 18 – 3,105
Restructuring costs 144 5
Pension past service cost 32 17 –
Including exceptional items 2,981 8,677
Material and other

cost of sales Employee costs
Year ended 31 March 2018 Note £m £m
Excluding exceptional items 16,328 2,722
Pension past service credit 32 – (437)
Tianjin (1) –
Including exceptional items 16,327 2,285
Material and other

cost of sales
Year ended 31 March 2017 £m
Excluding exceptional items 15,071
Tianjin (151)
Including exceptional items 14,920
Included in “Income tax credit/(expense)” in the consolidated income statement for the year ended 31 March 2019 is a
credit in respect of exceptional items of £278 million (2018: charge of £78 million, 2017: charge of £46 million).
5 Revenue
The Group’s revenues are summarised as follows:
2019 2018 2017

Revenue recognised for sales of vehicles, parts and accessories 23,885 25,985 24,615
Revenue recognised for services transferred 249 168 99
Revenue – other 950 1,022 945
Total revenue excluding realised revenue hedges 25,084 27,175 25,659
Realised revenue hedges (870) (1,389) (1,320)
Total revenue 24,214 25,786 24,339
“Revenue – other” includes sales of goods other than vehicles, parts and accessories as well as revenue recognised outside
the scope of IFRS 15, primarily being lease instalments recognised from assets sold with a repurchase commitment.
Revenue disaggregation
The following table presents the Group’s revenue, disaggregated by primary geographical market, timing of revenue
recognition and major product categories. All revenue is generated from the Group’s single automotive operating segment.
UK US China Rest of Europe Rest of World Total revenue

Year ended 31 March 2019 £m £m £m £m £m £m
Revenue recognised for sales of
vehicles, parts and accessories 4,293 5,826 3,557 5,359 4,850 23,885
Revenue recognised for
services transferred 23 67 97 8 54 249
Revenue – other 912 29 10 (12) 11 950
Total revenue excluding
realised revenue hedges 5,228 5,922 3,664 5,355 4,915 25,084
Realised revenue hedges – (437) (352) – (81) (870)
Total revenue 5,228 5,485 3,312 5,355 4,834 24,214
5 Revenue (continued)
Contract liabilities
2019
Year ended 31 March £m
Ongoing service obligations 805
Liabilities for advances received 86
Total contract liabilities 891
Revenue that is expected to be recognised within five years related to performance obligations that are unsatisfied (or
partially unsatisfied) amounted to £891 million at 31 March 2019.
“Ongoing service obligations” mainly relate to long-term service and maintenance contracts, extended warranties
and telematics services. “Liabilities for advances received” primarily relate to consideration received in advance from
customers for products not yet wholesaled, at which point the revenue will be recognised. “Ongoing service obligations”
and “Liabilities for advances received” are both presented within “Other liabilities” in the consolidated balance sheet.
The Group applies the practical expedient in IFRS 15.121 and does not disclose information about remaining
performance obligations that have an original expected duration of one year or less. This is because revenue resulting
from those sales will be recognised in a short-term period. The services included with the vehicle sale are to be
recognised as revenues in subsequent years but represent an insignificant portion of expected revenues in comparison.
The movement in contract liabilities relates solely to revenue recognised from balances held at the beginning of the
year of £288 million and increases due to cash received for performance obligations unsatisfied at the year end of
£457 million.
6 Material and other cost of sales

2019 2018 2017
Changes in inventories of finished goods and work-in-progress 188 (327) (754)
Purchase of products for sale 1,181 1,237 1,144
Raw materials and consumables used 14,448 15,600 14,772
Realised purchase hedges (147) (182) (91)
Total material and other cost of sales 15,670 16,328 15,071
7 Employee numbers and costs

2019 2018 2017
Wages and salaries – employee costs 1,909 1,798 1,666
Wages and salaries – agency costs 286 270 249
Total wages and salaries 2,195 2,068 1,915
Social security costs and benefits 354 328 294
Pension costs 271 326 281
Total employee costs 2,820 2,722 2,490
Average employee numbers for the year ended 31 March 2019 Non-agency Agency Total
Manufacturing 19,213 1,998 21,211
Research and development 8,307 2,414 10,721
Other 11,063 1,106 12,169
Total employee numbers 38,583 5,518 44,101
7 Employee numbers and costs (continued)

Manufacturing 18,628 2,909 21,537
Other 8,689 1,411 10,100
Manufacturing 18,988 2,770 21,758
Other 7,430 1,070 8,500
8 Directors’ emoluments
2019 2018 2017
Year ended 31 March £ £ £
Directors’ emoluments 3,187,356 3,825,382 3,957,673
(Decrease)/increase of long-term incentive scheme amounts receivable (98,010) (14,128) 537,445
Post-employment benefits 520,763 393,673 873,214
The aggregate of emoluments received in the year and amounts accrued under the long-term incentive plan (“LTIP”) of the
highest-paid director was £2,946,676 (2018: £3,709,532, 2017: £4,393,459), together with a cash allowance in lieu of pension
benefits of £520,763 (2018: £393,673, 2017: £873,214). During the year, the value of LTIP awards accrued has decreased by
£98,010 (2018: decrease of £14,128, 2017: increase of £537,445), which will become payable in future periods.
There were no directors who were members of a defined benefit pension scheme or a defined contribution scheme
during the years ended 31 March 2019, 2018 and 2017.
LTIP cash payments received by directors during the year ended 31 March 2019 were £623,090 (2018: £nil, 2017: £nil).
9 Long-Term Incentive Plan (“LTIP”)

During the year ended 31 March 2016, the Group issued the final share-based payment LTIP arrangement based on the
share price of Tata Motors Limited. The scheme provided a cash payment to the employee based on a specific number
of phantom shares at the grant date and the share price of Tata Motors Limited at the vesting date. The cash payment
was dependent upon continued employment for the duration of the three-year vesting period. The final cash payment
in respect of the share-based payment LTIP was made during the year ended 31 March 2019.
2019 2018 2017

Year ended 31 March number number number
Outstanding at the beginning of the year 1,929,391 4,115,221 6,032,857
Granted during the year – – 974
Vested in the year (1,764,566) (1,918,331) (1,665,663)
Forfeited in the year (164,825) (267,499) (252,947)
Outstanding at the end of the year – 1,929,391 4,115,221
The weighted average share price of the 1,764,566 phantom shares vested in the year was £3.20 (2018: £4.33, 2017: £4.75).
The weighted average remaining contractual life of the outstanding phantom shares is nil years (2018: 0.3 years,
2017: 0.8 years).
No phantom shares were exercisable as at 31 March 2019 (2018, 2017: no shares).
During the year ended 31 March 2019, £1 million was recognised as a credit to “Employee costs” in relation to the
share-based payment LTIP (2018: credit of £1 million, 2017: charge of £8 million).
The fair value of the balance sheet liability in respect of phantom stock awards outstanding at the year end was £nil
(2018: £7 million, 2017: £16 million) and is included in “Provisions”.
9 Long-Term Incentive Plan (“LTIP”) (continued)

The fair value of the awards was calculated using the Black-Scholes model at the grant date. The fair value was updated
at each reporting date as the awards are accounted for as cash-settled under IFRS 2. The inputs into the model are
based on Tata Motors Limited historical data and the risk-free rate is calculated using government bond rates. The
significant inputs used are as follows:
As at 31 March 2019 2018 2017

Risk-free rate n/a 0.87% 0.18%
Dividend yield n/a 0.00% 0.04%
Weighted average fair value per phantom share n/a £3.32 £4.69
During the year ended 31 March 2017, the Group announced a new LTIP to replace the previous share-based payment
LTIP. The new LTIP, effective from June 2016, provides a cash payment to certain employees based on the Group’s
performance against long-term business metrics related to performance and strategic priorities (over a period of three
years). This new LTIP benefit scheme has been accounted for in accordance with IAS 19 Employee Benefits.
10 Other expenses
2019 2018 2017
Stores, spare parts and tools 193 177 197
Freight cost 653 1,037 925
Works, operations and other costs 2,577 2,676 2,321
Repairs 38 48 44
Power and fuel 101 81 71
Rent, rates and other taxes 90 87 64
Insurance 25 27 34
Write-down of property, plant and equipment 17 18 18 12
Write-down of intangible assets 18 – 46 –
Product warranty 1,016 698 823
Publicity 856 951 885
Total other expenses 5,567 5,846 5,376
11 Research and development

2019 2018 2017
Total research and development costs incurred 1,997 2,016 1,794
Research and development expensed (421) (406) (368)
Engineering costs capitalised 1,576 1,610 1,426
Interest capitalised in engineering costs capitalised 99 88 89
Research and development grants capitalised (96) (105) (89)
Total internally developed intangible additions 1,579 1,593 1,426
Engineering costs capitalised of £1,576 million (2018: £1,610 million, 2017: £1,426 million) comprises £672 million
(2018: £556 million, 2017: £507 million) included in “Employee costs” and £904 million (2018: £1,054 million, 2017:
£919 million) included in “Other expenses” in the consolidated income statement.
During the year ended 31 March 2019, £135 million (2018: £147 million, 2017: £125 million) was recognised by a UK
subsidiary as a Research and Development Expenditure Credit (“RDEC”) incentive on qualifying expenditure. During the
year ended 31 March 2019, £91 million (2018: £102 million, 2017: £87 million) of the RDEC – the proportion relating
to capitalised product development expenditure and other intangible assets – has been offset against the cost of the
respective assets. The remaining £44 million (2018: £45 million, 2017: £38 million) of the RDEC has been recognised as
“Other income”.
12 Finance income and expense

2018
2019 restated* 2017
Finance income 35 33 33
Total finance income 35 33 33
Total interest expense on financial liabilities measured at amortised cost (206) (172) (146)
Interest income on derivatives designated as a fair value hedge of
financial liabilities 4 3 –
Unwind of discount on provisions (26) (20) (19)
Interest capitalised 117 104 97
Total finance expense (net) (111) (85) (68)
The capitalisation rate used to calculate borrowing costs eligible for capitalisation was 4.1 per cent (2018: 4.1 per cent,
2017: 4.3 per cent).
During the year ended 31 March 2019, the Group repaid one tranche of debt (see note 25). No redemption premium
was incurred.
During the year ended 31 March 2017, the Group repaid one tranche of debt (see note 25) and as a result a redemption
premium of £2 million was incurred and included in “Finance expense (net)”.
13 (Loss)/profit before tax

Expense/(income) in (loss)/profit before tax includes the following:
2018 2017
Foreign exchange loss/(gain) and fair value adjustments on loans 45 (69) 101
Foreign exchange loss/(gain) on economic hedges of loans 18 (11) 4
Foreign exchange loss/(gain) on derivatives 31 (74) 31
Unrealised loss/(gain) on commodities 34 2 (148)
Fair value gain on equity investments (26) (3) –
Depreciation of property, plant and equipment 1,078 1,011 787
Amortisation of intangible assets (excluding internally generated
development costs) 119 122 100
Amortisation of internally generated development costs 967 942 769
Operating lease rentals in respect of plant, property and equipment 92 92 75
Loss on disposal of property, plant, equipment and software 59 22 15
Exceptional items 3,271 (438) (151)
Auditor remuneration (see below) 5 4 5
During the year ended 31 March 2019, £12 million (2018: £56 million, 2017: £64 million) was received by a foreign
subsidiary as an indirect tax incentive that requires the subsidiary to meet certain criteria relating to vehicle efficiency
and investment in engineering and research and development. The incentive is provided as a partial offset to the higher
sales taxes payable following implementation of new legislation in the year ended 31 March 2014. During the year
ended 31 March 2019, £12 million (2018: £56 million, 2017: £64 million) has been recognised in “Revenue”.
During the year ended 31 March 2019, £10 million (2018: £87 million, 2017: £4 million) was recognised in “Other
income” by a foreign subsidiary as an incentive for continuing trading in that country for the foreseeable future. This
includes amounts received as cash in the year and amounts that the subsidiary is due to receive and for which there are
no ongoing financial or operating conditions attached.
13 (Loss)/profit before tax (continued)

The following table sets out the auditor remuneration for the year (rounded to the nearest £0.1 million):
2019 2018 2017

Fees payable to the Company’s auditor and its associates for the audit of
the parent company and consolidated financial statements 0.1 0.1 0.1
Fees payable to the Company’s auditor and its associates for other services:
Audit of the Company’s subsidiaries (included in 2018: £0.1 million
payable to Deloitte) 4.4 3.4 4.2
Total audit fees 4.5 3.5 4.3
Audit-related assurance services (included in 2018: £0.3 million
payable to Deloitte) 0.8 0.8 –
Other assurance services 0.1 – 1.0
Total non-audit fees 0.9 0.8 1.0
Total audit and related fees 5.4 4.3 5.3
14 Taxation
J A G U A R L A N D R O V E R ’ S A P P R O A C H T O TA X
Introduction
JLR’s business has grown significantly in recent years and continues to do so. JLR’s operations are large and complex and,
as a result, the Group operates through multiple companies, with activities, employees and assets located in numerous
countries around the world. This, in turn, naturally drives an inherent level of complexity in the Group’s tax affairs.
In relation to tax matters, just as for any other area of the Group’s business, JLR always strives to be a good, responsible
corporate citizen, and JLR is committed to complying with all applicable tax laws, both in letter and in spirit. We aim to
be fair, honest, transparent and ethical in our conduct and for everything we do to stand the test of public scrutiny.
Jaguar Land Rover’s key tax principles

In 2013, the JLR plc Board formally adopted six key principles in relation to JLR’s approach to taxation matters and
the conduct of our tax affairs. These principles continue to apply today; they apply equally to all companies within the
Group, across all areas of our business activity and in all our territories of operation.
JLR will conduct its tax affairs in a way that:

1. Is compliant with all legal and regulatory obligations and which adheres to the principles set out in the JLR Code
of Conduct and Tata Code of Conduct;
2. Is aligned with the Group’s overall business strategy and growth objectives;
3. Proactively seeks to enhance shareholder value and optimise tax cost on a sustainable basis;
4. Is governed, managed and controlled within an appropriate risk management framework;
5. Is appropriately resourced and seeks to maximise operating efficiencies through the suitable use of automation
and technology-based solutions; and
6. Maintains good, open, honest and professional working relationships with tax authorities globally and seeks to
take a leading role in relation to matters of governmental tax policy relevant to JLR.
Each principle is commented on further below:
1. Tax compliance
This is considered the most fundamental and important of our six principles. JLR will always seek to comply with
all applicable tax laws, both in terms of the letter and the spirit of the law, and to satisfy its global tax compliance
obligations in a timely and accurate manner.
In addition, we adhere to the JLR Code of Conduct and the Tata Code of Conduct, which set out the high ethical
standards of business behaviour expected from all companies and employees within our Group.
14 Taxation (continued)
2. Business alignment
JLR always aligns its tax affairs with the genuine business activities being undertaken by the organisation. We do
not engage in any form of tax avoidance or artificial tax structuring and we do not operate or use any offshore
tax havens. All JLR Group subsidiaries are located in countries where the business has significant physical and
economic operations (i.e. employees, offices and revenue-generating activity).
3. Enhancing shareholder value

As a commercial organisation, JLR will always seek to effectively manage its tax liabilities, just as for any other
business cost. In so doing, we always adhere to relevant tax laws and, in relation to transactions within the Group,
we always seek to ensure that these are conducted on an arm’s-length basis in accordance with Organisation for
Economic Co-operation and Development (OECD) principles.
Where governments or fiscal authorities have introduced particular tax reliefs, credits, incentives or exemptions
to encourage specific types of economic activity (for example, investment in research and development), we will
always seek to ensure that JLR claims the appropriate level of benefit for which it qualifies.
4. Governance and risk management

Tax risks arising within the Group are identified, assessed and managed by the central Tax function on an ongoing
basis. A detailed tax update is taken to the JLR plc Board on an annual basis and tax risks are reported quarterly to
the Financial Risk and Assurance Committee, chaired by the Chief Financial Officer. The JLR Tax Director also meets
with the Chief Financial Officer on a biweekly basis to provide updates on all tax matters affecting the Group.
JLR actively seeks to minimise risk in relation to tax matters. We do this through a variety of processes and
controls including, for example, tax risk assessments and health-check exercises for subsidiaries, online monitoring
of compliance processes and an active Advance Pricing Agreement programme.
5. Tax resource
Responsibility for the day-to-day management of JLR’s tax affairs rests with our central Tax function, led by
the JLR Tax Director. The function comprises an appropriate blend of tax professionals with the necessary
qualifications, training, skills and experience required to effectively undertake their roles. The Tax function also
advises the JLR plc Board in relation to setting Group tax strategy and policy.
In addition to the central Tax function, the business also has dedicated tax professionals embedded within the
finance teams in key non-UK subsidiaries.
Where appropriate, we look to implement technology-based solutions to streamline processes, drive efficiency
and manage risk.
6. Relationships with governments and authorities

In our dealings with tax authorities globally, including HMRC in the UK, we always look to maintain good, open,
honest and professional working relationships, to engage proactively in relation to tax matters and to resolve any
areas of dispute or differences of opinion as quickly as possible in order to reduce uncertainty and manage risk.
We also actively engage in dialogue with governments, either directly or through appropriate representative
bodies, in relation to matters of tax policy that affect our business.
A M O U N T S R E C O G N I S E D I N T H E C O N S O L I D AT E D I N C O M E S T AT E M E N T
2018 2017
Current tax expense
Current year 141 295 301
Adjustments for prior years 40 52 22
Current tax expense 181 347 323
Deferred tax (credit)/expense
Origination and reversal of temporary differences (246) 64 108
Adjustments for prior years (48) (76) (34)
Write-down of deferred tax asset (245) – –
Rate changes 50 63 (66)
Deferred tax (credit)/expense (489) 51 8
Total income tax (credit)/expense (308) 398 331
14 Taxation (continued)
A M O U N T S R E C O G N I S E D I N T H E C O N S O L I D AT E D S T AT E M E N T O F C O M P R E H E N S I V E
INCOME/(EXPENSE)
2018 2017
Deferred tax (credit)/expense on actuarial gains on retirement benefits (52) 104 (179)
Deferred tax (credit)/expense on change in fair value of cash flow hedges (19) 464 (346)
Deferred tax expense/(credit) on rate changes 14 (17) 60
(57) 551 (465)
Total tax (credit)/expense (365) 949 (134)
R E C O N C I L I AT I O N O F E F F E C T I V E T A X R AT E
2018 2017
(Loss)/profit before tax (3,629) 1,512 1,573
Income tax (credit)/expense using the tax rates applicable to individual
entities of 18.3% (2018: 23.1%, 2017: 21.2%) (664) 350 333
Impact of UK Patent Box claims – – –
Non-deductible expenses 62 22 37
Unrecognised tax assets/deferred tax assets written off 245 5 21
Changes in tax rates 50 63 (66)
Overseas unremitted earnings 8 30 50
Tax on share of profit of equity accounted investments (1) (48) (32)
Over provided in prior years (8) (24) (12)
Included within “Non-deductible expenses” for the year ended 31 March 2019 is a £53 million charge for the impact of
the impairment recorded in the year on non-tax-deductible property, plant and equipment and intangible assets.
Included within “Over provided in prior years” for the year ended 31 March 2018 is £24 million credit relating to revisions
of prior year estimates of tax positions to bring them into line with the currently filed tax positions. Included within
“Changes in tax rates” is a £54 million charge for the impact of the change in the US Federal rate from 35 per cent to
21 per cent on deferred tax assets.
Included within “Over provided in prior years” for the year ended 31 March 2017 is £21 million credit relating to revisions
of prior year estimates of tax positions in various jurisdictions, principally the UK, to bring them into line with the latest
estimates and currently filed tax positions. This is offset by £11 million relating to uncertain tax positions arising in
relation to normal ongoing assessments of tax positions globally.
I M P A C T O F F U T U R E R AT E C H A N G E S
The UK Finance Act 2016 was enacted during the year ended 31 March 2017, which included provisions for a reduction
in the UK corporation tax rate to 17 per cent with effect from 1 April 2020.
Accordingly, UK deferred tax has been provided at a blended rate of 17.6 per cent on assets (2018: 17.8 per cent, 2017:
18.4 per cent) and 17.4 per cent on liabilities (2018: 17.6 per cent, 2017: 17.6 per cent), recognising the applicable tax
rate at the point when the timing difference is expected to reverse.
15 Investments
Investments consist of the following:
2019 2018 2017

As at 31 March £m £m £m
Equity accounted investments 477 488 474
Other investments 69 28 1
Total investments 546 516 475
The Group has the following equity accounted investments as at 31 March 2019:
Principal place of
Proportion of business and country
Name of investment voting rights of incorporation Principal activity Registered office address
Chery Jaguar Land 50.0% China Manufacture Room 1102, Binjiang,
Rover Automotive and assembly of International Plaza,
Company Ltd. vehicles No 88 Tonggang Road,
Changshu Economic and
Technical Development
Zone, Suzhou City,
Jiangsu Province, China
Jaguar Cars 49.9% England and Wales Non-trading 280 Bishopsgate, London,
Finance Limited EC2M 4RB, England
Synaptiv Limited 33.3% England and Wales Business and 84 Kirkland Avenue, Ilford,
domestic Essex, England, IG5 0TN
software
development
CloudCar Inc. 33.3% USA Automotive 2191 E Bayshore Rd 200
software Palo Alto, CA 94303
development USA
Driveclubservice 25.1% Singapore Holding company 22 Sin Ming Lane,
Pte. Ltd. and mobility #06-76, Midview City,
application Singapore 573969
owner/licensor
Driveclub Limited 25.8% Hong Kong Vehicle leasing Unit A, 9/F, D2 Place ONE,
Cheung Yee Street,
Lai Chi Kok, Kowloon,
Hong Kong
ARC Vehicle Limited 29.2% England and Wales Manufacture and The Priory Barn, Priory Road,
development of Wolston, Coventry, United Kingdom,
electrified vehicles CV8 3FX
Except for CloudCar Inc. and Driveclub Limited, the proportion of voting rights disclosed in the table above is the same
as the Group’s interest in the ordinary share capital of each undertaking.
Individually material joint ventures

Chery Jaguar Land Rover Automotive Company Ltd. is a limited liability company whose legal form confirms separation
between the parties to the joint arrangement. There is no contractual arrangement or any other facts or circumstances
that indicate that the parties to the joint control of the arrangement have rights to the assets or obligations for the
liabilities relating to the arrangement. Accordingly, Chery Jaguar Land Rover Automotive Company Ltd. is classified as a
joint venture. Chery Jaguar Land Rover Automotive Company Ltd. is not publicly listed.
During the year ended 31 March 2019, a dividend of £22 million was received from Chery Jaguar Land Rover
Automotive Company Ltd. (2018: £206 million, 2017: £68 million).
15 Investments (continued)
The following table sets out the summarised financial information of the Group’s individually material joint venture,
Chery Jaguar Land Rover Automotive Company Ltd., after adjusting for material differences in accounting policies:
2019 2018 2017

Current assets 748 892 940
Current liabilities (1,103) (1,076) (934)
Non-current assets 1,439 1,324 1,094
Non-current liabilities (122) (154) (176)
Equity attributable to shareholders 962 986 924
Revenue 1,697 2,773 2,163
Profit for the year 13 504 312
Total comprehensive income 13 504 312
Included within the summarised financial information above are the following amounts:
2019 2018 2017

Cash and cash equivalents 316 439 621
Other current assets 432 453 320
Current financial liabilities (excluding trade and other payables
and provisions) (279) (42) –
Non-current financial liabilities (excluding trade and other payables
and provisions) (122) (152) (175)
Depreciation and amortisation (206) (139) (105)
Interest income 12 27 11
Interest expense (14) (7) (8)
Income tax (expense) (6) (136) (103)
Individually immaterial joint ventures

Spark44 (JV) Limited has been consolidated as a subsidiary from 31 August 2017.
On 31 August 2017, Jaguar Land Rover Limited acquired a further 10,000 “B” shares in Spark44 (JV) Limited, increasing
its share of the voting rights of Spark44 (JV) Limited from 50 per cent to 50.5 per cent. In addition, Spark44 (JV)
Limited’s Articles of Association together with the Shareholder Agreement were amended to give Jaguar Land Rover
Limited control of Spark44 (JV) Limited as the majority shareholder. Spark44 (JV) Limited is not publicly listed.
The following table sets out the Group’s share of profit and other comprehensive income and the carrying amount of
the Group’s equity accounted investment in Spark44 (JV) Limited. The information for the year ended 31 March 2018
presented in this table includes the results of Spark44 (JV) Limited for the period from 1 April 2017 to 31 August 2017
prior to acquisition as a subsidiary.
2019 2018 2017

Group’s share of profit for the year – 2 3
Group’s share of other comprehensive income – – –
Group’s share of total comprehensive income – 2 3
Disposal as part of step acquisition – (10) –
Carrying amount of the Group’s interest – – 8
Associates
The Group has no additional rights or influence over Jaguar Cars Finance Limited other than the voting rights attached to
the ordinary share capital.
During the year ended 31 March 2018, the Group purchased 25.08 per cent of the share capital of Driveclubservice Pte.
Ltd. for £0.2 million. In addition, the Group also purchased 1 per cent of the share capital of Driveclub Limited, the wholly
owned subsidiary of Driveclubservice Pte. Ltd. However, the Group has 25.83 per cent of the voting rights, being the
1 per cent of share capital held and the indirect shareholding held through Driveclubservice Pte. Ltd. Both Driveclubservice
Pte. Ltd. and Driveclub Limited are therefore accounted for as equity accounted investments as the Group has significant
influence over the companies.
During the year ended 31 March 2018, the Group’s proportion of the ordinary share capital in Cloudcar Inc. was diluted
to 26 per cent of the ordinary share capital. However, the Group has 33 per cent of the voting rights since a number of
ordinary shares are in the form of options either available for issue or assigned to the employees of CloudCar Inc.
During the year ended 31 March 2017, the Group purchased 32 per cent of the ordinary share capital of CloudCar Inc.
for £12 million.
During the year ended 31 March 2017, the Group purchased 33 per cent of the ordinary share capital of Synaptiv Limited
for £0.2 million.
No dividend was received in the year ended 31 March 2019 (2018, 2017: no dividend) from any of the individually
immaterial equity accounted investments.
The following reconciles the carrying amount of the Group’s interests in equity accounted investments:
2019 2018 2017

Net assets of material joint venture 962 986 924
Share of net assets of:
Material joint venture 481 493 462
Individually immaterial equity accounted investments 2 6 20
Other (6) (11) (8)
Carrying amount of the Group’s interests in equity accounted investments 477 488 474
As at 31 March 2019, an adjustment of £6 million (2018: £11 million, 2017: £8 million) has been made to derecognise
profit that has not yet been realised on goods sold by the Group to Chery Jaguar Land Rover Automotive Company Ltd.
The following reconciles the Group’s share of total comprehensive income of equity accounted investments:
2019 2018 2017

Profit of material joint venture 13 504 312
Share of profit of:
Material joint venture 7 252 156
Individually immaterial equity accounted investments (4) – 3
Share of profit of equity accounted investments 3 252 159
Currency translation differences (3) 14 33
Total comprehensive income related to equity accounted investments – 266 192
The Group’s share of capital commitments of its joint ventures at 31 March 2019 is £151 million (2018: £159 million,
2017: £171 million), and commitments relating to the Group’s interests in its joint ventures are disclosed in note 33.
The contingent liabilities of its joint ventures at 31 March 2019 is £nil (2018: £1 million, 2017: £3 million).
The information above reflects the amounts presented in the financial statements of the equity accounted investments
adjusted for differences in accounting policies between the Group and its equity accounted investments. All joint
ventures are accounted for using the equity method and are private companies and there are no quoted market prices
available for their shares.
Other investments
The Group’s other investments comprise equity investments of 10 per cent or less of the ordinary share capital of the
investee companies and are designated as fair value through profit and loss financial instruments.
2019 2018 2017

Investment in Lyft, Inc. 46 22 –
Other immaterial investments 23 6 1
Total 69 28 1
During the year ended 31 March 2019, the Group invested £14 million (2018: £5 million, 2017: £1 million)
in other investments.
During the year ended 31 March 2018, the Group purchased 0.3 per cent of the ordinary share capital of Lyft, Inc.
for £20 million.
The Group has no additional rights or influence over any of its other equity investments other than the voting rights
attached to the ordinary share capital. During the year ended 31 March 2019, a dividend of £nil (2018: £nil,
2017: £0.3 million) was received from Jaguar Land Rover Schweiz AG.
Disclosure of the valuation techniques applied in calculating the fair value of these other non-equity accounted
investments is included in note 35(A).
16 Other financial assets

2019 2018 2017
Non-current
Restricted cash held as security 6 6 5
Derivative financial instruments 54 286 255
Warranty reimbursement and other receivables 104 116 –
Other 6 6 10
Total non-current other financial assets 170 414 270
Current
Restricted cash 11 12 4
Derivative financial instruments 133 264 169
Warranty reimbursement and other receivables 88 98 2
Accrued income 44 35 19
Other 38 85 24
Total current other financial assets 314 494 218
As of 31 March 2019, £5 million (2018: £5 million, 2017: £4 million) of the non-current restricted cash is held as a
financial deposit in relation to ongoing legal cases.
17 Property, plant and equipment

Fixtures
Land and Plant and and Leased Heritage Under
buildings equipment Vehicles Computers fittings assets vehicles construction Total
£m £m £m £m £m £m £m £m £m
Cost
Balance at 1 April 2016 1,060 5,661 7 76 84 46 52 511 7,497
Additions* – 1 2 29 13 – – 1,478 1,523
Transfers 114 856 – – – – – (970) –
Disposals (10) (26) – (1) (3) – – – (40)
Foreign currency translation – – – – – – – 1 1
Balance at 31 March 2017 1,164 6,492 9 104 94 46 52 1,020 8,981
Additions* 21 – 1 22 13 16 – 2,502 2,575
Assets acquired on
acquisition – – – 2 5 – – – 7
Transfers 364 1,558 – – – – – (1,922) –
Disposals – (288) (1) (4) (5) (35) (1) – (334)
Asset write-downs – – – – – – – (5) (5)
Foreign currency translation – – – – – – – 1 1
Balance at 31 March 2018 1,549 7,762 9 124 107 27 51 1,596 11,225
Additions* 9 – 1 48 21 5 3 1,550 1,637
Transfers 723 1,545 – – – – – (2,268) –
Disposals (3) (528) (1) (8) (3) – – – (543)
Impairment – – – – – – – (185) (185)
Foreign currency translation (17) (14) – – – – – 13 (18)
Balance at 31 March 2019 2,261 8,765 9 164 125 32 54 706 12,116
Depreciation and
impairment
Balance at 1 April 2016 110 2,126 2 19 30 35 – – 2,322
Depreciation charge for
the period 44 714 2 12 11 4 – – 787
Disposals (7) (16) – – (2) – – – (25)
Asset write-downs – 12 – – – – – – 12
Balance at 31 March 2017 147 2,836 4 31 39 39 – – 3,096
the period 60 920 1 16 12 2 – – 1,011
Disposals – (268) (1) (4) (4) (35) – – (312)
Asset write-downs – – – – – – 13 – 13
Balance at 31 March 2018 207 3,488 4 43 47 6 13 – 3,808
the period 82 965 1 18 10 2 – – 1,078
Disposals (2) (480) (1) (6) (2) – – – (491)
Impairment – 1,162 1 26 16 6 – – 1,211
Asset write-downs – – – – – – 18 – 18
Balance at 31 March 2019 287 5,135 5 81 71 14 31 – 5,624
Net book value
At 31 March 2017 1,017 3,656 5 73 55 7 52 1,020 5,885
At 31 March 2018 1,342 4,274 5 81 60 21 38 1,596 7,417
At 31 March 2019 1,974 3,630 4 83 54 18 23 706 6,492
* Including capitalised interest.
As part of the Group’s review of the carrying value of property, plant and equipment, £18 million (2018: £18 million, 2017: £nil) of heritage
vehicles and assets under construction have been written down, and this has been recognised as an expense within “Other expenses”. During
the year ended 31 March 2017, £12 million of plant and machinery was written down.
18 Intangible assets
Intellectual
Patents and property rights Product Capitalised
technological Customer- and other development product
Software know-how related intangibles in progress development Total
£m £m £m £m £m £m £m
Cost
Balance at 1 April 2016 579 147 61 619 1,539 4,525 7,470
Other additions – externally purchased 100 – – 14 – – 114
Other additions – internally developed – – – – 1,426 – 1,426
Capitalised product development –
internally developed – – – – (809) 809 –
Disposals (84) – – – – (138) (222)
Balance at 31 March 2017 595 147 61 633 2,156 5,196 8,788
Other additions – on acquisition 1 – – 4 – – 5
internally developed – – – – (1,668) 1,668 –
Disposals (25) – – – – (131) (156)
Asset write-downs – assets under
construction (9) – – – (24) – (33)
Balance at 31 March 2018 661 147 61 646 2,057 6,733 10,305
internally developed – – – – (1,084) 1,084 –
Disposals (44) – – – – (844) (888)
Impairment (10) – – – (562) – (572)
Foreign exchange (1) – – – – – (1)
Balance at 31 March 2019 691 147 61 651 1,990 6,973 10,513
Amortisation and impairment
Balance at 1 April 2016 201 113 24 – – 1,635 1,973
Amortisation for the year 83 14 3 – – 769 869
Disposals (83) – – – – (138) (221)
Balance at 31 March 2017 201 127 27 – – 2,266 2,621
Amortisation for the year 99 14 3 6 – 942 1,064
Disposals (25) – – – – (131) (156)
Asset write-downs 13 – – – – – 13
Balance at 31 March 2018 288 141 30 6 – 3,077 3,542
Amortisation for the year 106 6 3 4 – 967 1,086
Disposals (36) – – – – (843) (879)
Impairment 75 – 7 152 – 903 1,137
Balance at 31 March 2019 433 147 40 162 – 4,104 4,886
Net book value
At 31 March 2017 394 20 34 633 2,156 2,930 6,167
At 31 March 2018 373 6 31 640 2,057 3,656 6,763
At 31 March 2019 258 – 21 489 1,990 2,869 5,627
During the year ended 31 March 2018, £46 million of costs were identified as being written down and recognised as an expense within “Other
expenses” (2017: £nil).
18 Intangible assets (continued)

I M PA I R M E N T T E S T I N G
The directors are of the view that the operations of the Group represent a single cash-generating unit (“CGU”).
Management performed an impairment assessment as at 31 March 2019. The recoverable value was determined
based on value in use (“VIU”), which was marginally higher than the fair value less cost of disposal (“FVLCD”) of the
relevant assets of the CGU. The recoverable amount was lower than the carrying value of the CGU, and this resulted in
an exceptional impairment charge of £3,105 million being recognised within “Other expenses” as at 31 March 2019.
The directors’ approach and key (unobservable) assumptions used to determine the Group’s CGU VIU were as follows:
As at 31 March 2019 2018 2017

Growth rate applied beyond approved forecast period 1.9% 2.0% 1.9%
Pre-tax discount rate 11.8% 8.7% 10.9%
The Group has considered it appropriate to undertake the impairment assessment with reference to the latest business
plan, which includes a five-year cash flow forecast as approved by the JLR plc Board. The growth rates used in the
VIU calculation reflect those inherent within the Group’s business plan as approved by the JLR plc Board, which is
primarily a function of the Group’s cycle plan assumptions, past performance and management’s expectation of future
market developments through to 2023/24. The future cash flows consider potential risks given the current economic
environment and key assumptions such as sales volume forecasts and margins. The Group has assessed the potential
impacts of changes, if any, in tax and treaty arrangements globally, including Brexit and the US tariffs. The potential
impact of reasonably possible outcomes of these events has been included in the VIU calculations.
The cash flows for the year 2023/24 are extrapolated into perpetuity assuming a long-term growth rate as stated
above, which is set with reference to weighted-average GDP growth of the countries in which the Group operates.
The impairment loss of £3,105 million has been allocated initially against goodwill of £1 million and the relevant
assets, and thereafter the residual amount has been allocated on a pro-rated basis. This has resulted in £1,396 million
allocated against tangible assets and £1,709 million allocated against intangible assets.
SENSITIVITY TO KEY ASSUMPTIONS

The changes in the following table to assumptions used in the impairment review would, in isolation, lead to an increase
to the aggregate impairment loss recognised as at 31 March 2019 (although it should be noted that these sensitivities
do not take account of potential mitigating actions):
£m
Increase in post-tax discount rate by 1% 1,114
Decrease in long-term growth rate applied beyond approved forecast period by 0.5% 483
Decrease in projected volumes by 5% 4,288
Decrease in projected gross margin by 0.5% 2,088
19 Other assets
2018
2019 restated* 2017
Non-current
Prepaid expenses 83 82 77
Other – – 3
Total other non-current assets 83 82 80
Current
Recoverable VAT 301 329 243
Research and development credit 113 114 97
Other – 10 10
Total other current assets 570 630 517
20 Deferred tax assets and liabilities

Significant components of deferred tax assets and liabilities for the year ended 31 March 2019 are as follows:
Adjustment Recognised Reclassified

Opening on initial Adjusted Recognised in other from other
balance application opening in profit or comprehensive equity Foreign Closing
restated*** of IFRS 9 balance loss income reserves exchange balance
£m £m £m £m £m £m £m £m
Deferred tax assets
Property, plant and equipment 9 – 9 535 – – – 544
Expenses deductible in future periods 239 – 239 80 – – 6 325
Derivative financial instruments 80 6 86 7 18 23 – 134
Retirement benefits 77 – 77 (2) 38 – – 113
Unrealised profit in inventory 157 – 157 (38) 1 – – 120
Tax loss 367 – 367 (289) – – – 78
Other 100 – 100 26 – – – 126
Total deferred tax asset 1,029 6 1,035 319 57 23 6 1,440
Deferred tax liabilities
Intangible assets 1,100 – 1,100 (172) – – – 928
Overseas unremitted earnings 99 – 99 2* – – – 101
Total deferred tax liability 1,199 – 1,199 (170) – – – 1,029
Presented as deferred tax asset** 413 512
Presented as deferred tax liability** (583) (101)
* Included within £2 million is a reversal of £5 million relating to withholding tax incurred on intercompany dividends paid in the year.
** For balance sheet presentation purposes, deferred tax assets and deferred tax liabilities are offset to the extent that they relate to the same taxation authority
and are expected to be settled on a net basis.
*** See note 2 for details of the restatement due to changes in accounting policies.
At 31 March 2019, deferred tax assets of £512 million (2018: £413 million, 2017: £511 million) have been recognised in relation to deductible
temporary differences, including unused tax losses, on the basis that it is probable that future taxable profits will be available against which
those deductible temporary differences can be utilised.
At 31 March 2019, the Group had unused tax losses and other temporary differences amounting to £1,599 million (2018: £117 million, 2017:
£104 million), for which no deferred tax asset arises. As at 31 March 2019, £4 million (2018: £3 million, 2017: £3 million) of those tax losses are
subject to expiry in future periods, with £3 million due to expire in fiscal year 2031. The remaining balance is not expected to expire.
All deferred tax assets and deferred tax liabilities at 31 March 2019, 2018 and 2017 are presented as non-current.
20 Deferred tax assets and liabilities (continued)

Recognised
Recognised in other
in profit or comprehensive Closing
Opening loss income Foreign balance
balance restated*** restated*** exchange restated***
£m £m £m £m £m
Deferred tax assets
Property, plant and equipment 12 (3) – – 9
Expenses deductible in future periods 222 35 – (18) 239
Derivative financial instruments 547 (5) (462) – 80
Retirement benefits 252 (86) (89) – 77
Unrealised profit in inventory 192 (35) – – 157
Tax loss 209 159 – (1) 367
Other 72 28 – – 100
Total deferred tax asset 1,506 93 (551) (19) 1,029
Intangible assets 995 105 – – 1,100
Overseas unremitted earnings 60 39* – – 99
Total deferred tax liability 1,055 144 – – 1,199
* Included within £39 million is a reversal of £6 million relating to withholding tax incurred on intercompany dividends paid in the year
and an additional provision for £15 million relating to prior year earnings.
** F
or balance sheet presentation purposes, deferred tax assets and deferred tax liabilities are offset to the extent that they relate to the
same taxation authority and are expected to be settled on a net basis.
Recognised
Recognised in other
in profit or comprehensive
Opening loss income Foreign Closing
balance restated*** restated*** exchange balance
£m £m £m £m £m
Deferred tax assets
Property, plant and equipment 21 (9) – – 12
Expenses deductible in future periods 224 (26) – 24 222
Derivative financial instruments 240 (15) 322 – 547
Retirement benefits 110 (1) 143 – 252
Unrealised profit in inventory 127 65 – – 192
Tax loss 175 34 – – 209
Other 50 22 – – 72
Total deferred tax asset 947 70 465 24 1,506
Intangible assets 946 49 – – 995
Overseas unremitted earnings 31 29* – – 60
Total deferred tax liability 977 78 – – 1,055
* Included within £29 million is a reversal of £18 million relating to withholding tax incurred on intercompany dividends paid in the year.
** F
or balance sheet presentation purposes, deferred tax assets and deferred tax liabilities are offset to the extent that they relate to the
same taxation authority and are expected to be settled on a net basis.
21 Cash and cash equivalents

2019 2018 2017
Cash and cash equivalents 2,747 2,626 2,878
22 Allowances for trade and other receivables

2019 2018 2017
At beginning of year 50 60 60
Charged during the year 4 3 –
Receivables written off during the year as uncollectable (41) (4) (1)
Unused amounts reversed 2 (1) (13)
Foreign currency translation (3) (8) 14
At end of year 12 50 60
Trade receivables with a contractual amount of £38 million (2018: £nil, 2017: £nil) that were written off during the year
are still subject to enforcement activity.
There were no material changes to the value of expected credit losses on adoption of IFRS 9.
23 Inventories
2019 2018 2017
Raw materials and consumables 130 93 117
Work-in-progress 369 335 330
Finished goods 3,117 3,339 3,017
Inventory basis adjustment (8) – –
Total inventories 3,608 3,767 3,464
Inventories of finished goods include £484 million (2018: £436 million, 2017: £326 million) relating to vehicles sold to
rental car companies, fleet customers and others with guaranteed repurchase arrangements.
Cost of inventories (including cost of purchased products) recognised as an expense during the year amounted to
£18,086 million (2018: £19,152 million, 2017: £17,615 million).
During the year, the Group recorded an inventory write-down expense of £52 million (2018: £55 million, 2017: £16 million),
excluding a reversal of a write-down recorded in a previous period in relation to the Tianjin incident of £nil (2018: £1 million,
2017: £94 million). The write-down excluding the reversal is included in “Material and other cost of sales”.
24 Accounts payable
2019 2018 2017
Trade payables 4,444 4,800 4,384
Liabilities to employees 114 139 151
Liabilities for expenses 1,757 1,796 1,606
Capital creditors 768 879 367
Total accounts payable 7,083 7,614 6,508
25 Interest-bearing loans and borrowings

2019 2018 2017
Short-term borrowings
Bank loans 114 155 179
Current portion of long-term EURO MTF listed debt 767 497 –
Total short-term borrowings 881 652 179
Long-term borrowings
EURO MTF listed debt 2,844 3,060 3,395
Bank loans 755 – –
Total long-term borrowings 3,599 3,060 3,395
Finance lease obligations 31 19 7
Total debt 4,511 3,731 3,581
EURO MTF LISTED DEBT

The bonds are listed on the Luxembourg Stock Exchange multilateral trading facility (“EURO MTF”) market.
Details of the tranches of the bonds outstanding at 31 March 2019 are as follows:
• $500 million Senior Notes due 2023 at a coupon of 5.625 per cent per annum – issued January 2013
• £400 million Senior Notes due 2022 at a coupon of 5.000 per cent per annum – issued January 2014
• $500 million Senior Notes due 2019 at a coupon of 4.250 per cent per annum – issued October 2014
• £400 million Senior Notes due 2023 at a coupon of 3.875 per cent per annum – issued February 2015
• $500 million Senior Notes due 2020 at a coupon of 3.500 per cent per annum – issued March 2015
• €650 million Senior Notes due 2024 at a coupon of 2.200 per cent per annum – issued January 2017
• €500 million Senior Notes due 2026 at a coupon of 4.500 per cent per annum – issued September 2018
Details of the tranches of the bond repaid in the year ended 31 March 2019 are as follows:
• $700 million Senior Notes due 2018 at a coupon of 4.125 per cent per annum – issued December 2013
No tranches of bonds were repaid in the year ended 31 March 2018.
• $84 million Senior Notes due 2021 at a coupon of 8.125 per cent per annum – issued May 2011
S Y N D I C AT E D L O A N
In October 2018, a $1 billion syndicate loan was issued with a coupon rate of LIBOR + 1.900 per cent per annum, due in
the following tranches:
• $200 million due October 2022
• $800 million due January 2025
The contractual cash flows of interest-bearing debt (excluding finance leases) are set out below, including estimated
interest payments and assuming the debt will be repaid at the maturity date.
2019 2018 2017

Due in
1 year or less 1,071 794 321
2nd and 3rd years 1,011 1,228 1,610
4th and 5th years 1,696 1,305 848
More than 5 years 1,559 1,008 1,414
Total contractual cash flows 5,337 4,335 4,193
25 Interest-bearing loans and borrowings (continued)

During the year ended 31 March 2019, the Group entered into a $700 million invoice discounting facility that expires in
2021. Under the terms of the facility, the Group de-recognises factored receivables in accordance with IFRS 9 as there
are no recourse arrangements.
U N D R AW N FAC I LI T I E S
As at 31 March 2019, the Group has a fully undrawn revolving credit facility of £1,935 million (2018: £1,935 million,
2017: £1,870 million). This facility is available in full until 2022.
26 Other financial liabilities

2019 2018 2017
Current
Interest accrued 33 32 27
Derivative financial instruments 523 668 1,760
Liability for vehicles sold under a repurchase arrangement 469 479 350
Other 14 7 –
Total current other financial liabilities 1,042 1,189 2,139
Non-current
Derivative financial instruments 281 257 1,391
Other 1 8 3
Total non-current other financial liabilities 310 281 1,399
27 Provisions
2019 2018 2017
Current
Product warranty 694 613 511
Legal and product liability 154 119 114
Provision for residual risk 9 7 7
Provision for environmental liability 14 11 12
Other employee benefit obligations 13 8 –
Restructuring 104 – –
Total current provisions 988 758 644
Non-current
Product warranty 1,048 980 879
Legal and product liability 43 24 47
Provision for residual risk 31 28 27
Provision for environmental liability 15 16 22
Other employee benefit obligations 3 7 13
Total non-current provisions 1,140 1,055 988
27 Provisions (continued)
Other
Legal and employee
Product product Residual Environmental benefit
Year ended warranty liability risk liability obligations Restructuring Total
31 March 2019 £m £m £m £m £m £m £m
Opening balance 1,593 143 35 27 15 – 1,813
Adjustment on initial
application of IFRS 15* (15) – – – – – (15)
Adjusted opening
balance 1,578 143 35 27 15 – 1,798
Provisions made
during the year 1,004 198 18 16 19 104 1,359
Provisions used
during the year (866) (108) (3) (9) (8) – (994)
Unused amounts
reversed in the period – (38) (10) (5) (10) – (63)
Impact of discounting 26 – – – – – 26
Foreign currency
translation – 2 – – – – 2
Closing balance 1,742 197 40 29 16 104 2,128
PRO D U C T WA R R A N T Y PROV I S I O N
The Group offers warranty cover in respect of manufacturing defects, which become apparent one to five years after
purchase, dependent on the market in which the purchase occurred and the vehicle purchased. The estimated liability for
product warranty is recognised when products are sold or when new warranty programmes are initiated. These estimates
are established using historical information on the nature, frequency and average cost of warranty claims and management
estimates regarding possible future warranty claims, customer goodwill and recall complaints. The discount on the warranty
provision is calculated using a risk-free discount rate as the risks specific to the liability, such as inflation, are included in the
base calculation. The timing of outflows will vary as and when a warranty claim will arise, being typically up to five years.
LEGAL AND PRODUCT LIABILIT Y PROVISION

A legal and product liability provision is maintained in respect of compliance with regulations and known litigations that
impact the Group. The provision primarily relates to motor accident claims, consumer complaints, dealer terminations,
employment cases, personal injury claims and compliance with regulations. The timing of outflows will vary as and
when claims are received and settled, which is not known with certainty.
RESIDUAL RISK PROVISION

In certain markets, the Group is responsible for the residual risk arising on vehicles sold by retailers on leasing
arrangements. The provision is based on the latest available market expectations of future residual value trends. The
timing of the outflows will be at the end of the lease arrangements, being typically up to three years.
E N V I R O N M E N TA L L I A B I L I T Y P R O V I S I O N
This provision relates to various environmental remediation costs such as asbestos removal and land clean-up. The
timing of when these costs will be incurred is not known with certainty.
O T H E R E M P L O Y E E B E N E F I T O B L I G AT I O N S
This provision relates to the LTIP scheme for certain employees (see note 9) and other amounts payable to employees.
RESTRUCTURING PROVISION
This provision relates to amounts payable to employees under the Group restructuring programme announced and
carried out during the year ended 31 March 2019 (note 4).
28 Other liabilities
2019 2018 2017
Current
Liabilities for advances received 86 40 92
Ongoing service obligations 301 244 167
VAT 199 195 171
Other taxes payable 53 43 38
Other 25 25 22
Total other current liabilities 664 547 490
Non-current
Ongoing service obligations 504 438 338
Other 17 16 24
Total other non-current liabilities 521 454 362
29 Capital and reserves

The holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one
vote per share at meetings of the Company.
2019 2018 2017

Authorised, called up and fully paid
1,500,642,163 ordinary shares of £1 each 1,501 1,501 1,501
Total ordinary share capital 1,501 1,501 1,501
The capital redemption reserve of £167 million (2018, 2017: £167 million) was created in March 2011 on the
cancellation of share capital.
30 Other reserves
The movement of reserves is as follows:
Cost of
Translation Hedging hedging Retained Total other
reserve reserve reserve earnings reserves
£m £m £m £m £m
Balance at 1 April 2018 restated* (333) (281) (46) 8,968 8,308
Adjustment on initial application of IFRS 9 and
IFRS 15 (net of tax) – (29) 2 (5) (32)
Adjusted balance at 1 April 2018 (333) (310) (44) 8,963 8,276
Loss for the year – – – (3,325) (3,325)
Remeasurement of defined benefit obligation – – – (270) (270)
(Loss)/gain on effective cash flow hedges – (813) 24 – (789)
Loss on effective cash flow hedges
of inventory – (161) (36) – (197)
Income tax related to items recognised in
other comprehensive income – 184 2 38 224
Cash flow hedges reclassified to profit
and loss – 874 7 – 881
Income tax related to items reclassified to
profit or loss – (166) (1) – (167)
Amounts removed from hedge reserve and
recognised in inventory – (141) 19 – (122)
Income tax related to amounts removed from
hedge reserve and recognised in inventory – 27 (4) – 23
Currency translation differences (4) – – – (4)
Dividend paid – – – (225) (225)
Balance at 31 March 2019 (337) (506) (33) 5,181 4,305
30 Other reserves (continued)

Cost of
Hedging hedging Retained Total other
Translation reserve reserve earnings reserves
reserve restated* restated* restated* restated*
£m £m £m £m £m
Balance at 1 April 2017 (329) (2,232) (75) 7,549 4,913
Profit for the year – – – 1,112 1,112
Remeasurement of defined benefit obligation – – – 546 546
Gain on effective cash flow hedges – 1,216 25 – 1,241
other comprehensive income – (229) (5) (89) (323)
and loss – 1,190 11 – 1,201
profit or loss – (226) (2) – (228)
Currency translation differences (4) – – – (4)
Dividend paid – – – (150) (150)
Balance at 31 March 2018 (333) (281) (46) 8,968 8,308
Cost of
Hedging hedging Retained Total other
Translation reserve reserve earnings reserves
reserve restated* restated* restated* restated*
£m £m £m £m £m
Balance at 1 April 2016 (363) (866) (34) 7,209 5,946
Profit for the year – – – 1,242 1,242
Remeasurement of defined benefit obligation – – – (895) (895)
Gain on effective cash flow hedges – (2,953) (47) – (3,000)
other comprehensive income – 567 9 143 719
and loss – 1,275 (4) – 1,271
profit or loss – (255) 1 – (254)
Currency translation differences 34 – – – 34
Dividend paid – – – (150) (150)
Balance at 31 March 2017 (329) (2,232) (75) 7,549 4,913
31 Dividends
2019 2018 2017
Dividend proposed for the previous year paid during the year of £0.15
(2018, 2017: £0.10) per ordinary share 225 150 150
Amounts recognised as distributions to equity holders during the year 225 150 150
Proposed dividend for the year of £nil (2018: £0.15, 2017: £0.10) per
ordinary share – 225 150
32 Employee benefits
The Group operates defined benefit pension schemes for qualifying employees of certain of its subsidiaries. The UK
defined benefit schemes are administered by a trustee with assets held in a trust that are legally separate from the
Group. The trustee of the pension schemes is required by law to act in the interest of the fund and of all relevant
stakeholders in the schemes and is responsible for the investment policy with regard to the assets of the schemes and
all other governance matters. The board of the trustee must be composed of representatives of the Group and scheme
participants in accordance with each scheme’s regulations.
32 Employee benefits (continued)

Under the schemes, the employees are entitled to post-retirement benefits based on their length of service and salary.
Through its defined benefit pension schemes, the Group is exposed to a number of risks, the most significant of which
are detailed below.
A S S E T V O L AT I L I T Y
The schemes’ liabilities are calculated using a discount rate set with reference to corporate bond yields; if the schemes’
assets underperform against these corporate bonds, this will create or increase a deficit. The defined benefit schemes
hold a significant proportion of equity-type assets, which are expected to outperform corporate bonds in the long term
although introduce volatility and risk in the short term.
The UK schemes hold a substantial level of index-linked gilts and other inflation and interest rate hedging instruments in
order to reduce the volatility of assets compared to the liability value, although these will lead to asset value volatility.
As the schemes mature, the Group intends to reduce the level of investment risk by investing more in assets that better
match the liabilities.
However, the Group believes that due to the long-term nature of the schemes’ liabilities and the strength of the
supporting group, a level of continuing equity-type investments is currently an appropriate element of the Group’s long-
term strategy to manage the schemes efficiently.
CHANGES IN BOND YIELDS

A decrease in corporate bond yields will increase the schemes’ liabilities, although this is expected to be partially offset
by an increase in the value of the schemes’ assets, specifically the bond holdings and interest rate hedging instruments.
I N F L AT I O N R I S K
Some of the Group’s pension obligations are linked to inflation, and higher inflation will lead to higher liabilities (although,
in most cases, caps on the level of inflationary increases are in place to protect the schemes against high inflation).
As noted above, the schemes hold a significant proportion of assets in index-linked gilts, together with other inflation
hedging instruments and also assets that are more closely correlated with inflation. However, an increase in inflation
may also create a deficit or increase the existing deficit to some degree.
L I F E E X P E C TA N C Y
The majority of the schemes’ obligations are to provide benefits for the life of the member, so increases in life
expectancy will result in an increase in the schemes’ liabilities. This is particularly significant in the UK defined benefit
schemes, where inflationary increases result in higher sensitivity to changes in life expectancy.
The following tables set out the disclosures pertaining to the retirement benefit amounts recognised in the consolidated
financial statements prepared in accordance with IAS 19:
C H A N G E I N P R E S E N T V A L U E O F D E F I N E D B E N E F I T O B L I G AT I O N
2019 2018 2017

Defined benefit obligation at beginning of year 8,320 9,969 7,668
Current service cost 158 217 198
Past service cost/(credit) 42 (437) –
Interest expense 216 241 275
Actuarial (gain)/loss arising from:
Changes in demographic assumptions (49) (210) (76)
Changes in financial assumptions 544 (353) 2,335
Experience adjustments 32 (99) (213)
Exchange differences on foreign schemes – (3) 5
Member contributions 2 4 2
Benefits paid (617) (988) (225)
Plan settlement – (21) –
Defined benefit obligation at end of year 8,648 8,320 9,969

C H A N G E I N P R E S E N T VA LU E O F S C H E M E A S S E T S
2019 2018 2017

Fair value of schemes’ assets at beginning of year 7,882 8,508 7,103
Interest income 208 218 258
Remeasurement gain/(loss) on the return of schemes’ assets, excluding
amounts included in interest income 257 (116) 1,149
Administrative expenses (13) (9) (9)
Exchange differences on foreign schemes – (1) 3
Employer contributions 262 287 227
Member contributions 2 4 2
Benefits paid (617) (988) (225)
Plan settlement – (21) –
Fair value of schemes’ assets at end of year 7,981 7,882 8,508
The actual return on the schemes’ assets for the year ended 31 March 2019 was £465 million (2018: £102 million,
2017: £1,407 million). Amounts recognised in the consolidated income statement consist of:
2019 2018 2017

Current service cost 158 217 198
Past service cost/(credit) 42 (437) –
Administrative expenses 13 9 9
Net interest cost (including onerous obligations) 8 23 17
Components of defined benefit cost/(income) recognised in the
consolidated income statement 221 (188) 224
Amounts recognised in the consolidated statement of comprehensive income consist of:
2019 2018 2017

Actuarial gain/(loss) arising from:
Changes in demographic assumptions 49 210 76
Changes in financial assumptions (544) 353 (2,335)
Experience adjustments (32) 99 213
Remeasurement gain/(loss) on the return of schemes’ assets, excluding
amounts included in interest income 257 (116) 1,149
Change in onerous obligation, excluding amounts included in
interest expense – – 2
Remeasurement (loss)/gain on defined benefit obligation (270) 546 (895)
Amounts recognised in the consolidated balance sheet consist of:
2019 2018 2017

Present value of unfunded defined benefit obligations (2) (1) (2)
Present value of funded defined benefit obligations (8,646) (8,319) (9,967)
Fair value of schemes’ assets 7,981 7,882 8,508
Net retirement benefit obligation (667) (438) (1,461)
Presented as non-current liability (667) (438) (1,461)
The most recent valuations of the defined benefit schemes for accounting purposes were carried out at 31 March 2019
by a qualified independent actuary. The present value of the defined benefit liability, and the related current service
cost and past service cost, were measured using the projected unit credit method. The asset valuations are taken from
the asset custodian for each scheme.

The principal assumptions used in accounting for the pension schemes are set out below:
Year ended 31 March 2019 2018 2017

Discount rate 2.4% 2.7% 2.6%
Expected rate of increase in benefit revaluation of covered employees 2.4% 2.3% 2.3%
RPI inflation rate 3.2% 3.1% 3.2%
For the valuation at 31 March 2019, the mortality assumptions used are the SAPS base table, in particular S2PxA tables
and the Light table for members of the Jaguar Executive Pension Plan.
For the Jaguar Pension Plan, scaling factors of 112 per cent to 118 per cent have been used for male members and
scaling factors of 101 per cent to 112 per cent have been used for female members.
For the Land Rover Pension Scheme, scaling factors of 107 per cent to 112 per cent have been used for male members
and scaling factors of 101 per cent to 109 per cent have been used for female members.
For the Jaguar Executive Pension Plan, an average scaling factor of 94 per cent has been used for male members and an
average scaling factor of 84 per cent has been used for female members.
For the valuation at 31 March 2018, the mortality assumptions used are the SAPS base table, in particular S2PxA tables
and the Light table for members of the Jaguar Executive Pension Plan.
For the Jaguar Pension Plan, scaling factors of 113 per cent to 119 per cent have been used for male members and
scaling factors of 102 per cent to 114 per cent have been used for female members.
For the Land Rover Pension Scheme, scaling factors of 108 per cent to 113 per cent have been used for male members
and scaling factors of 102 per cent to 111 per cent have been used for female members.
For the Jaguar Executive Pension Plan, an average scaling factor of 95 per cent has been used for male members and an
average scaling factor of 85 per cent has been used for female members.
For the valuation at 31 March 2017, the mortality assumptions used are the SAPS base table, in particular S2NxA
tables and the Light table for members of the Jaguar Executive Pension Plan. A scaling factor of 120 per cent for males
and 110 per cent for females has been used for the Jaguar Pension Plan, 115 per cent for males and 105 per cent
for females for the Land Rover Pension Scheme, and 95 per cent for males and 85 per cent for females for the Jaguar
Executive Pension Plan.
There is an allowance for future improvements in line with the CMI (2018) projections and an allowance for long-term
improvements of 1.25 per cent per annum (2018: CMI (2017) projections with 1.25 per cent per annum improvements,
2017: CMI (2014) projections with 1.25 per cent per annum improvements).
The assumed life expectations on retirement at age 65 are:
2019 2018 2017

As at 31 March years years years
Retiring today:
Males 21.0 21.3 21.5
Females 23.2 23.4 24.5
Retiring in 20 years:
Males 22.4 22.5 23.3
Females 25.1 25.1 26.3
A past service cost of £42 million has been recognised in the year ended 31 March 2019. This reflects a plan amendment
for certain members as part of the Group restructuring programme (see note 4) and a past service cost following a
High Court ruling in October 2018. As a result of the ruling, pension schemes are required to equalise male and female
members’ benefits for the inequalities within guaranteed minimum pension earned between 17 May 1990 and 5 April
1997. The Group historically made no assumptions for guaranteed minimum pension and therefore has considered the
change to be a plan amendment.

A past service credit of £437 million has been recognised in the year ended 31 March 2018 after the Group approved and communicated to
its defined benefit schemes’ members that the defined benefit schemes’ rules were to be amended with effect from 6 April 2017. As a result,
among other changes, future retirement benefits would be calculated each year and revalued until retirement in line with a prescribed rate
rather than based upon a member’s final salary at retirement.
The sensitivity analysis below is based on a change in an assumption while holding all other assumptions constant. In practice, this is unlikely to
occur, and changes in some of the assumptions may be correlated. When calculating the sensitivity of the defined benefit obligation to significant
actuarial assumptions, the same method (present value of the defined benefit obligation calculated with the projected unit credit method at the
end of the reporting period) has been applied as when calculating the pension liability recognised within the consolidated balance sheet.
The methods and types of assumptions used in preparing the sensitivity analysis did not change compared to previous periods.
Assumption Change in assumption Impact on scheme liabilities Impact on service cost

Discount rate Increase/decrease by 0.25% Decrease/increase by c.£430 million Decrease/increase by £8 million
Inflation rate Increase/decrease by 0.25% Increase/decrease by c.£370 million Increase/decrease by £8 million
Mortality Increase/decrease by 1 year Increase/decrease by c.£310 million Increase/decrease by £5 million
The fair value of schemes’ assets is represented by the following major categories:
2019 2018 2017

Quoted* Unquoted Total Quoted* Unquoted Total Quoted* Unquoted Total
As at 31 March £m £m £m % £m £m £m % £m £m £m %
Equity instruments
Information technology 79 – 79 1% 132 – 132 2% 142 – 142 2%
Energy 34 – 34 1% 56 – 56 1% 61 – 61 1%
Manufacturing 58 – 58 1% 96 – 96 1% 104 – 104 1%
Financials 91 – 91 1% 151 – 151 2% 164 – 164 2%
Other 251 – 251 3% 417 – 417 5% 452 – 452 5%
513 – 513 7% 852 – 852 11% 923 – 923 11%
Debt instruments
Government 2,509 – 2,509 31% 2,524 – 2,524 32% 2,929 – 2,929 34%
Corporate bonds
(investment grade) 149 1,694 1,843 23% 20 1,836 1,856 24% 20 2,071 2,091 25%
Corporate bonds
(non-investment grade) – 613 613 8% – 584 584 7% 123 414 537 6%
2,658 2,307 4,965 62% 2,544 2,420 4,964 63% 3,072 2,485 5,557 65%
Property funds
UK – 244 244 3% – 165 165 2% – 190 190 2%
Other – 229 229 3% – 160 160 2% – 156 156 2%
– 473 473 6% – 325 325 4% – 346 346 4%
Cash and cash equivalents 210 – 210 3% 218 – 218 3% 93 – 93 1%
Other
Hedge funds – 310 310 4% – 356 356 4% – 403 403 5%
Private markets 4 336 340 4% 2 252 254 3% – 174 174 2%
Alternatives 16 810 826 10% 470 214 684 9% 327 379 706 8%
20 1,456 1,476 18% 472 822 1,294 16% 327 956 1,283 15%
Derivatives
Foreign exchange contracts – 16 16 – – 1 1 – – 17 17 –
Interest rate and inflation – 328 328 4% – 228 228 3% – 289 289 4%
– 344 344 4% – 229 229 3% – 306 306 4%
Total 3,401 4,580 7,981 100% 4,086 3,796 7,882 100% 4,415 4,093 8,508 100%
* Quoted prices for identical assets or liabilities in active markets.

As at 31 March 2019, the schemes held Gilt Repos. The net value of these transactions is included in the value of
government bonds. The value of the funding obligation for the Repo transactions is £1,528 million at 31 March 2019
(2018: £1,287 million, 2017: £843 million).
The split of Level 1 assets is 62 per cent (2018: 71 per cent, 2017: 66 per cent), Level 2 assets 24 per cent (2018: 20 per
cent, 2017: 27 per cent) and Level 3 assets 14 per cent (2018: 9 per cent, 2017: 7 per cent). Private market holdings are
classified as Level 3 instruments. For this purpose, each element of the Repo transactions is included separately.
Jaguar Land Rover contributes towards the UK defined benefit schemes. The 5 April 2018 valuations were completed
in December 2018. As a result of these valuations it is intended to eliminate the pension scheme funding deficits over
the 10 years to 31 March 2028. There is currently no additional liability over the projected benefit obligation (based on
current legal advice the Group will not be required to recognise an additional obligation in the future). In line with the
schedule of contributions agreed following the 2018 statutory valuation, the current ongoing Group contribution rate
for defined benefit accrual has reduced to c.22 per cent of pensionable salaries in the UK reflecting the 2017 benefit
restructure. Deficit contributions are paid in line with the updated schedule of contributions at a rate of £60 million per
year until 31 March 2024 followed by £25 million per year until 31 March 2028.
The average duration of the benefit obligations at 31 March 2019 is 19.0 years (2018: 20.4 years, 2017: 21.6 years).
The expected net periodic pension cost for the year ended 31 March 2020 is £166 million. The Group expects to pay
£223 million to its defined benefit schemes, in total, for the year ended 31 March 2020.
DEFINED CONTRIBUTION SCHEMES

The Group’s contribution to defined contribution schemes for the year ended 31 March 2019 was £93 million (2018:
£77 million, 2017: £57 million).
33 Commitments and contingencies

In the normal course of business, the Group faces claims and assertions by various parties. The Group assesses such
claims and assertions and monitors the legal environment on an ongoing basis, with the assistance of external legal
counsel wherever necessary. The Group records a liability for any claims where a potential loss is probable and capable of
being estimated and discloses such matters in its financial statements, if material. For potential losses that are considered
possible but not probable the Group provides disclosure in the consolidated financial statements but does not record a
liability unless the loss becomes probable. Such potential losses may be of an uncertain timing and/or amount.
The following is a description of claims and contingencies where a potential loss is possible but not probable.
Management believes that none of the contingencies described below, either individually or in aggregate, would have a
material adverse effect on the Group’s financial condition, results of operations or cash flows.
L I T I G AT I O N A N D P R O D U C T I O N M AT T E R S
The Group is involved in legal proceedings, both as plaintiff and as defendant. There are claims and potential claims of
£17 million (2018: £17 million, 2017: £7 million) against the Group that management has not recognised as settlement
is not considered probable. These claims and potential claims pertain to motor accident claims, consumer complaints,
employment and dealership arrangements, replacement of parts of vehicles and/or compensation for deficiency in the
services provided by the Group or its dealers.
The Group has provided for the estimated cost of repair following the passenger safety airbag issue in the United States,
China, Canada, Korea, Australia and Japan. The Group recognises that there is a potential risk of further recalls in the
future; however, at present the Group has assessed the risk as remote.
O T H E R TA X E S A N D D U T I E S
Contingencies and commitments include tax contingent liabilities of £41 million (2018: £42 million, 2017: £nil). These
mainly relate to tax audits and tax litigation claims.
33 Commitments and contingencies (continued)

COMMITMENTS
The Group has entered into various contracts with vendors and contractors for the acquisition of plant and equipment
and various civil contracts of a capital nature aggregating to £1,054 million (2018: £853 million, 2017: £2,047 million)
and £20 million (2018: £15 million, 2017: £31 million) relating to the acquisition of intangible assets.
Commitments and contingencies also includes other contingent liabilities of £222 million (2018: £149 million, 2017:
£82 million). The timing of any outflow will vary as and when claims are received and settled, which is not known
with certainty.
The remaining financial commitments, in particular the purchase commitments and guarantees, are of a magnitude
typical for the industry.
Inventory of £nil (2018, 2017: £nil), trade receivables with a carrying amount of £114 million (2018: £155 million, 2017:
£179 million), property, plant and equipment with a carrying amount of £nil (2018, 2017: £nil) and restricted cash with a
carrying amount of £nil (2018, 2017: £nil) are pledged as collateral/security against the borrowings and commitments.
Stipulated within the joint venture agreement for Chery Jaguar Land Rover Automotive Co. Ltd. is a commitment for the
Group to contribute a total of CNY 3,500 million of capital, of which CNY 2,875 million has been contributed as at
31 March 2019. The outstanding commitment of CNY 625 million translates to £71 million at 31 March 2019 exchange rate.
The Group’s share of capital commitments of its joint venture at 31 March 2019 is £151 million (2018: £159 million,
2017: £171 million) and contingent liabilities of its joint venture 31 March 2019 is £nil (2018: £1 million, 2017: £3 million).
34 Capital management
The Group’s objectives when managing capital are to ensure the going concern operation of all subsidiary companies
within the Group and to maintain an efficient capital structure to support ongoing and future operations of the Group
and to meet shareholder expectations.
The Group issues debt, primarily in the form of bonds, to meet anticipated funding requirements and maintain sufficient
liquidity. The Group also maintains certain undrawn committed credit facilities to provide additional liquidity. These
borrowings, together with cash generated from operations, are loaned internally or contributed as equity to certain
subsidiaries as required. Surplus cash in subsidiaries is pooled (where practicable) and invested to satisfy security,
liquidity and yield requirements.
The capital structure and funding requirements are regularly monitored by the JLR plc Board to ensure sufficient
liquidity is maintained by the Group. All debt issuance and capital distributions are approved by the JLR plc Board.
The following table summarises the capital of the Group:
2018
2019 restated* 2017
Short-term debt 884 655 181
Long-term debt 3,627 3,076 3,400
Total debt** 4,511 3,731 3,581
Equity attributable to shareholders 5,973 9,976 6,581
Total capital 10,484 13,707 10,162
** Total debt includes finance lease obligations of £31 million (2018: £19 million, 2017: £7 million).
35 Financial instruments
This section gives an overview of the significance of financial instruments for the Group and provides additional
information on balance sheet items that contain financial instruments.
The details of significant accounting policies, including the criteria for recognition, the basis of measurement and the
basis on which income and expenses are recognised, in respect of each class of financial asset, financial liability and
equity instrument, are disclosed in note 2.
(A) FINANCIAL ASSETS AND LIABILITIES

The following table shows the carrying amounts and fair value of each category of financial assets and liabilities as at
31 March 2019 under IFRS 9:
Fair value through profit and loss

Amortised
cost and Derivatives Derivatives
other and other financial other than
financial instruments in in hedging Total Total
liabilities hedging relationship relationship carrying value fair value
£m £m £m £m £m
Short-term deposits and other investments 1,028 – – 1,028 1,028
Other financial assets – current 181 102 31 314 314
Other financial assets – non-current 116 43 11 170 170
Total financial assets 1,325 145 42 1,512 1,512
Short-term borrowings 113 768 – 881 877

Long-term borrowings* 3,599 – – 3,599 3,245
Other financial liabilities – current 519 426 97 1,042 1,042
Other financial liabilities – non-current 29 266 15 310 310
Total financial liabilities 4,260 1,460 112 5,832 5,474
* Included in the long-term borrowings shown in other financial liabilities is £813 million that is designated as the hedged item in a fair
value hedge relationship. Included within this figure is £5 million of fair value adjustments as a result of the hedge relationship.
31 March 2018 under IAS 39:
Loans and Derivatives

receivables and other financial Fair value
and other instruments through Total Total
Held to financial in hedging profit carrying fair
maturity liabilities relationship and loss value value
£m £m £m £m £m £m
Short-term deposits and other investments 36 1,995 – – 2,031 2,031
Other financial assets – non-current – 230 185 79 494 494
Other financial assets – non-current – 128 266 20 414 414
Total financial assets 36 2,353 451 99 2,939 2,939
Short-term borrowings 652 498 – 1,150 1,155

Long-term borrowings* 1,850 712 – 2,562 2,590
Other financial liabilities – current 521 585 83 1,189 1,189
Other financial liabilities – non-current 24 250 7 281 281
* Included in the long-term borrowings shown in other financial liabilities is £342 million that is designated as the hedged item in a fair
value hedge relationship. Included within this figure is £10 million of fair value adjustments as a result of the hedge relationship.
The 2018 comparative balances have been represented, in order to fully reflect the maturity of borrowings designated in a
hedging relationship.
35 Financial instruments (continued)

Loans and Derivatives Fair value

receivables and and other financial through Total Total
other financial instruments in cash flow profit carrying fair
liabilities hedging relationship and loss value value
£m £m £m £m £m
Other financial assets – current 49 133 36 218 218
Other financial assets – non-current 15 205 50 270 270
Total financial assets 64 338 86 488 488
Short-term borrowings 179 – – 179 179
Long-term borrowings 2,432 963 – 3,395 3,489
Other financial liabilities – current 379 1,517 243 2,139 2,139
Other financial liabilities – non-current 8 1,379 12 1,399 1,399
Offsetting
Certain financial assets and financial liabilities are subject to offsetting where there is currently a legally enforceable
right to set off recognised amounts and the Group intends to either settle on a net basis or to realise the asset and
settle the liability simultaneously.
Derivative financial assets and financial liabilities are subject to master netting arrangements whereby in the case of
insolvency, derivative financial assets and financial liabilities can be settled on a net basis.
The following table discloses the amounts that have been offset in arriving at the consolidated balance sheet
presentation and the amounts that are available for offset only under certain conditions as at 31 March 2019:
Amounts subject to a master

netting arrangement
Gross amount of Net amount
recognised set presented in Cash collateral Net amount
Gross amount off in the balance the balance Financial (received)/ after
recognised sheet sheet instruments pledged offsetting
£m £m £m £m £m £m
Financial assets
Derivative financial assets 187 – 187 (187) – –
Cash and cash equivalents 3,175 (428) 2,747 – – 2,747
3,362 (428) 2,934 (187) – 2,747
Derivative financial liabilities 804 – 804 (187) – 617
Short-term borrowings 1,309 (428) 881 – – 881
2,113 (428) 1,685 (187) – 1,498

netting arrangement
Gross amount Net amount
of recognised presented in Cash collateral Net amount
Gross amount set off in the the balance Financial (received)/ after
recognised balance sheet sheet instruments pledged offsetting
£m £m £m £m £m £m
Financial assets
Derivative financial assets 550 – 550 (531) – 19
3,356 (180) 3,176 (531) – 2,645
Derivative financial liabilities 925 – 925 (531) – 394
Short-term borrowings 832 (180) 652 – – 652
1,757 (180) 1,577 (531) – 1,046


netting arrangement
Gross amount Net amount
of recognised presented in Cash collateral Net amount
Gross amount set off in the the balance Financial (received)/ after
recognised balance sheet sheet instruments pledged offsetting
£m £m £m £m £m £m
Financial assets
Derivative financial assets 424 – 424 (419) – 5
3,333 (31) 3,302 (419) – 2,883
Derivative financial liabilities 3,151 – 3,151 (419) – 2,732
Short-term borrowings 210 (31) 179 – – 179
3,361 (31) 3,330 (419) – 2,911
Fair value hierarchy

Financial instruments held at fair value are required to be measured by reference to the following levels:
• Quoted prices in an active market (Level 1): this level of hierarchy includes financial instruments that are measured by
reference to quoted prices (unadjusted) in active markets for identical assets or liabilities;
• Valuation techniques with observable inputs (Level 2): this level of hierarchy includes financial assets and liabilities
measured using inputs other than quoted prices included within Level 1 that are observable for the asset or liability,
either directly (i.e. as prices) or indirectly (i.e. derived from prices); and
• Valuation techniques with significant unobservable inputs (Level 3): this level of hierarchy includes financial assets
and liabilities measured using inputs that are not based on observable market data (unobservable inputs). Fair values
are determined in whole or in part using a valuation model based on assumptions that are neither supported by prices
from observable current market transactions in the same instrument nor based on available market data.
Of the financial assets held at 31 March 2019 and classified as Level 3, 91 per cent (2018: 97 per cent, 2017: 100 per
cent) were valued using recent transaction values and 9 per cent (2018: 3 per cent, 2017: nil per cent) were valued
using an alternative technique.
Recent transaction values

The pricing of recent investment transactions is the main input of valuations performed by the Group. The Group’s
policy is to use observable market data where possible for its valuations and, in the absence of portfolio company
earnings or revenue to compare, or of relevant comparable businesses’ data, recent transaction prices represent the
most reliable observable inputs.
Alternative valuation methodologies
Alternative valuation methodologies are used by the Group for reasons specific to individual assets. At 31 March 2019,
the alternative technique used was net asset value, representing 100 per cent of alternatively valued assets.
There has been no change in the valuation techniques adopted in either current or prior financial years as presented.
The investment in Lyft, Inc. (note 15) has transferred from Level 3 to Level 1 as a result of the Lyft, Inc. initial public
offering on 29 March 2019. There were no transfers between fair value levels in prior financial years.
The financial instruments that are measured subsequent to initial recognition at fair value are classified as Level 2
fair value measurements, as defined by IFRS 13, being those derived from inputs other than quoted prices that are
observable. These valuation techniques maximise the use of observable market data where it is available and rely as little
as possible on entity-specific estimates. Fair values of forward derivative financial assets and liabilities are estimated
by discounting expected future contractual cash flows using prevailing market interest rate curves from Reuters.
Commodity swap contracts are similarly fair valued by discounting expected future contractual cash flows. Option
contracts on foreign currency are entered into on a zero cost collar basis and fair value estimates are calculated from
standard Black-Scholes options pricing methodology, using prevailing market interest rates and volatilities. The estimate
of fair values for cross-currency swaps is calculated using discounted estimated future cash flows. Estimates of the
future floating-rate cash flows are based on quoted swap rates, future prices and interbank borrowing rates (“LIBOR”).
Additionally, a credit valuation adjustment/debit value adjustment is taken on derivative financial assets and liabilities
and is calculated by discounting the fair value gain or loss on the financial derivative using credit default swap (“CDS”)
prices quoted for the counterparty or Jaguar Land Rover respectively. CDS prices are obtained from Reuters.

The long-term borrowings are held at amortised cost. Their fair value of the EURO MTF listed debt for disclosure
purposes is determined using Level 1 valuation techniques, based on the closing price as at 31 March 2019 on the
Luxembourg Stock Exchange multilateral trading facility (“EURO MTF”) market, for unsecured listed bonds. For bank
loans, Level 2 valuation techniques are used.
Fair values of cash and cash equivalents, short-term deposits, trade receivables and payables, short-term borrowings
other than unsecured listed bonds and other financial assets and liabilities (current and non-current excluding
derivatives) are assumed to approximate to cost due to the short-term maturing of the instruments and as the impact
of discounting is not significant.
Other investments that are not equity accounted for are recognised at fair value. Where there is an active quoted
market, the fair value is determined using Level 1 valuation techniques, based on the closing price at year end. The
valuation as at 31 March 2019 is £46 million (2018 and 2017: £nil). Where there is no active quoted market, the fair
values have been determined using Level 3 valuation techniques and the closing valuation as at 31 March 2019 is
£23 million (2018: £28 million, 2017: £1 million). The fair value gain recognised in the consolidated income statement
for the Level 3 investments for the year ended 31 March 2019 is £2 million (2018: £2 million, 2017: £nil).
Management uses its best judgement in estimating the fair value of its financial instruments. However, there are
inherent limitations in any estimation technique. Therefore, for substantially all financial instruments, the fair value
estimates presented above are not necessarily indicative of all the amounts that the Group could have realised in a
sales transaction as of the respective dates. The estimated fair value amounts as at 31 March 2019, 2018 and 2017
have been measured as at the respective dates. As such, the fair values of these financial instruments subsequent to
the respective reporting dates may be different from the amounts reported at each year end.
(B) FINANCIAL RISK MANAGEMENT

The Group is exposed to foreign currency exchange rate, commodity price, interest rate, liquidity and credit risks. The
Group has a risk management framework in place, which monitors all of these risks as discussed below. This framework
is approved by the JLR plc Board.
F O R E I G N C U R R E N C Y E X C H A N G E R AT E R I S K
The fluctuation in foreign currency exchange rates may have a potential impact on the consolidated income statement,
the consolidated statement of comprehensive income, the consolidated balance sheet, the consolidated statement
of changes in equity and the consolidated cash flow statement, where any transaction references more than one
currency or where assets/liabilities are denominated in a currency other than the functional currency of the respective
consolidated entities.
Considering the countries and economic environment in which the Group operates, its operations are subject to risks
arising from fluctuations in exchange rates in those countries. The risks primarily relate to fluctuations in US Dollar,
Chinese Yuan and Euro against the functional currency of the Company and its subsidiaries.
Foreign exchange risk on future transactions is mitigated through the use of derivative contracts. The Group is also
exposed to fluctuations in exchange rates that impact the valuation of foreign currency denominated assets and
liabilities of its National Sales Companies and also foreign currency denominated balances on the Group’s consolidated
balance sheet at each reporting period end. In addition to the derivatives designated in hedging relationships as detailed
in section (C), the Group enters into foreign currency contracts as economic hedges of recognised foreign currency debt.
The following table sets forth information relating to foreign currency exposure as at 31 March 2019:
Chinese
US Dollar Yuan Euro Others*
£m £m £m £m
Financial assets 2,383 219 1,377 327
Financial liabilities (3,349) (424) (3,524) (385)
Net exposure liability (966) (205) (2,147) (58)
10% appreciation/depreciation of
the currency would result in additional (loss)/gain:
In other comprehensive income (76)/76 – – n/a
In the consolidated income statement (21)/21 (21)/21 (215)/215 n/a

Chinese
£m £m £m £m
Net exposure (liability)/asset (1,729) (40) (1,972) 57
In other comprehensive income (117)/117 – – n/a
In the consolidated income statement** (52)/52 (4)/4 (197)/197 n/a
Chinese
£m £m £m £m
Net exposure (liability)/asset (1,771) 75 (1,463) 49
In other comprehensive income** (132)/132 – – n/a
In the consolidated income statement** (45)/45 8/(8) (146)/146 n/a
* O thers include Japanese Yen, Russian Rouble, Singapore Dollar, Swiss Franc, Australian Dollar, South African Rand, Thai Baht,
Korean Won etc.
** See note 2 for details of the restatement due to changes in accounting policies.
COMMODITY PRICE RISK

The Group is exposed to commodity price risk arising from the purchase of certain raw materials such as aluminium,
copper, platinum and palladium. This risk is mitigated through the use of derivative contracts and fixed-price contracts
with suppliers. The derivative contracts are not hedge accounted under IFRS 9 but are instead measured at fair value
through profit or loss.
The total fair value gain on commodities of £9 million (2018: £28 million, 2017: £106 million) has been recognised in
“Other income” in the consolidated income statement. The amounts reported do not reflect the purchasing benefits
received by the Group (which are included within “Material and other cost of sales”).
A 10 per cent appreciation/depreciation of all commodity prices underlying such contracts would have resulted in a
gain/loss of £53 million (2018: £50 million, 2017: £57 million).
I N T E R E S T R AT E R I S K
Interest rate risk is the risk that changes in market interest rates will lead to changes in interest income and expense for
the Group.
In addition to issuing long-term fixed-rate bonds, the Group has other facilities in place that are primarily used to
finance working capital and are subject to variable interest rates. When undertaking a new debt issuance, the JLR
plc Board will consider the fixed/floating interest rate mix of the Group, the outlook for future interest rates and the
appetite for certainty of funding costs.
The Group uses cross-currency interest rate swaps to convert some of its issued debt from foreign denominated fixed-
rate debt to GBP floating-rate debt. The derivative instruments and the foreign currency fixed-rate debt are designated
in fair value and cash flow hedging relationships. As at 31 March 2019, the carrying amount of these derivative
instruments was a liability of £4 million (2018: £29 million, 2017: £nil). Further detail is given in section (C) below.

The risk estimates provided assume a parallel shift of 100 basis points interest rate across all yield curves. This
calculation also assumes that the change occurs at the balance sheet date and has been calculated based on risk
exposures outstanding as at that date. The year-end balances are not necessarily representative of the average debt
outstanding during the year.
As at 31 March 2019, short-term borrowings of £114 million (2018: £155 million, 2017: £179 million) and long-term
borrowings of £768 million (2018: £nil, 2017: £nil) were subject to a variable interest rate. An increase/decrease of 100
basis points in interest rates at the balance sheet date would result in an impact of £9 million (2018, 2017: £2 million) in
the consolidated income statement and £nil (2018, 2017: £nil) in other comprehensive income.
The Group’s sensitivity to interest rates has increased during the current year mainly due to the increase in variable-rate
debt instruments.
LIQUIDITY RISK
Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due.
The Group’s policy on liquidity risk is to maintain sufficient liquidity in the form of cash and undrawn borrowing facilities
to meet the Group’s operating requirements with an appropriate level of headroom.
The following are the undiscounted contractual maturities of financial liabilities, including estimated interest payments:
Carrying Contractual 1 year 1 to 2 to 5 years

amount cash flows or less <2 years <5 years and over
As at 31 March 2019 £m £m £m £m £m £m
Long-term borrowings 3,599 5,186 946 449 2,232 1,559
Short-term borrowings 881 881 881 – – –
Finance lease obligations 31 62 7 7 15 33
Other financial liabilities 517 554 527 12 15 –
Accounts payable 7,083 7,083 7,083 – – –
Derivative financial instruments 804 1,076 592 313 144 27
Total contractual maturities 12,915 14,842 10,036 781 2,406 1,619

Derivative financial instruments 925 1,207 748 322 124 13
Total contractual maturities 12,796 13,714 9,681 1,165 1,836 1,032

Derivative financial instruments 3,151 3,992 1,950 1,294 748 –
Total contractual maturities 13,620 15,058 9,132 1,996 2,511 1,419

CREDIT RISK
Credit risk is the risk of financial loss to the Group if a counterparty to a financial instrument fails to meet its contractual obligation. The majority
of the Group’s credit risk pertains to the risk of financial loss arising from counterparty default on cash investments.
The carrying amount of financial assets represents the maximum credit exposure. None of the financial instruments of the Group result in
material concentrations of credit risks.
All Group cash is invested according to strict credit criteria and actively monitored by Group Treasury in conjunction with the current market
valuation of derivative contracts. To support this, the JLR plc Board has implemented an investment policy that places limits on the maximum
cash investment that can be made with any single counterparty depending on their published external credit rating.
To a lesser extent the Group has an exposure to counterparties on trade receivables and other financial assets. The Group seeks to mitigate
credit risk on sales to third parties through the use of payment at the point of delivery, credit limits, credit insurance and letters of credit from
banks that meet internal rating criteria.
FINANCIAL ASSETS
None of the Group’s cash equivalents, including term deposits with banks, are past due or impaired. Regarding other financial assets that
are neither past due nor impaired, there were no indications as at 31 March 2019 (2018 and 2017: no indications) that defaults in payment
obligations will occur.
The Group has reviewed trade and other receivables not yet due and not impaired and no material issues have been identified. Trade and other
receivables past due and impaired are set out below:
2019 2018 2017

2019 2019 expected 2018 2018 expected 2017 2017 expected
gross impairment loss rate gross impairment loss rate gross impairment loss rate
As at 31 March £m £m £m £m £m £m
Not yet due 1,190 1 –% 1,413 2 –% 1,185 – –%
Overdue <3 months 173 – –% 216 – –% 92 4 4%
Overdue 3–6 months 3 – –% 1 1 100% 1 1 100%
Overdue >6 months 14 11 79% 48 47 98% 57 55 97%
Total 1,380 12 1,678 50 1,335 60
Included within trade receivables is £114 million (2018: £155 million, 2017: £179 million) of receivables that are part of a debt factoring
arrangement. These assets do not qualify for de-recognition due to the recourse arrangements in place. The related liability of £114 million
(2018: £155 million, 2017: £179 million) is in short-term borrowings. Both the asset and associated liability are classified in amortised cost and
other financial liabilities respectively.
( C ) D E R I V AT I V E S A N D H E D G E A C C O U N T I N G
The Group’s operations give rise to revenue, raw material purchases and borrowings in currencies other than the Group’s presentation currency
of GBP. The Group forecasts these transactions over the medium term and enters into derivative contracts to mitigate the resulting foreign
currency exchange risk, interest rate risk and commodity price risk. The Group’s risk management strategy allows for hedge accounting when
the derivatives meet the hedge accounting criteria as set out in IFRS 9 as well as the Group’s risk management objectives.
Commodity derivatives are not hedge accounted. Foreign currency forward contracts, foreign currency options and foreign currency denominated
borrowings may be designated as hedging instruments in a cash flow hedge relationship against forecast foreign currency transactions to mitigate
foreign currency exchange risk associated with those transactions. In addition, the Group uses cross-currency interest rate swaps to hedge its
foreign currency exchange risk associated with recognised long-term borrowings. These instruments are designated in both cash flow and fair value
hedging relationships.
In all cases the Group uses a hedge ratio of 1:1. The critical terms of the derivative contracts are aligned with those of the hedged item. The
Group allows a maximum hedging term of five years for forecast transactions. The Group’s risk management policy allows for decreasing levels
of hedging as the forecasting horizon increases.

A 10 per cent depreciation/appreciation in Sterling against the foreign currency underlying contracts within the
Group’s derivative portfolio that are sensitive to changes in foreign exchange rates (excluding US Dollar bonds
designated in a cash flow hedging relationship) would have resulted in the approximate additional (loss)/gain shown
in the following table:
2018 2017
10% depreciation in Sterling against the foreign currency:
In other comprehensive income (273) (908) (1,602)
In the consolidated income statement 109 116 34
10% appreciation in Sterling against the foreign currency:
In other comprehensive income 244 773 1,613
In the consolidated income statement (75) (95) (34)
The following table sets out the change in the Group’s exposure to interest rate risk as a result of cross-currency interest
rate swaps:
Foreign currency Reporting currency

average interest rate average interest rate
2019 2018 2017 2019 2018 2017
Outstanding contracts % % % % % %
Cross-currency interest rate swaps
Less than one year – – – – – –
Between one and five years – – – – – –
LIBOR + LIBOR +
More than five years 4.500 4.500 n/a 3.235 2.033 n/a
The following table shows the impact that would result from an increase/decrease of 100 basis points in interest rates
at the balance sheet date:
2019 2018 2017

10% depreciation in interest rates:
In the consolidated income statement (5) – (58)
10% appreciation in interest rates:
In the consolidated income statement 19 1 57
CASH FLOW HEDGES

The Group uses foreign currency options, foreign currency forward contracts and recognised foreign currency
borrowings as the hedging instrument in cash flow hedge relationships of hedged sales and purchases. The time
value of options and the foreign currency basis spread of foreign exchange forward contracts are excluded from the
hedge relationship and are recognised in other comprehensive income as a cost of hedging to the extent they relate
to the hedged item (the aligned value). Additionally, the Group uses cross-currency interest rate swaps as the hedging
instrument of the foreign exchange risk of recognised foreign currency borrowings.
Changes in the fair value of foreign currency contracts, to the extent determined to be an effective cash flow hedge, are
recognised in the consolidated statement of comprehensive income, and the ineffective portion of the fair value change
is recognised in the consolidated income statement. There is not generally expected to be significant ineffectiveness
from cash flow hedges.
It is anticipated that the hedged sales will take place over the next one to five years, at which time the amount deferred
in equity will be reclassified to revenue in profit and loss.
It is anticipated that the hedged purchases will take place over the next one to five years, at which time the amount deferred
in equity will be included in the carrying amount of the raw materials. On sale of the finished product, the amount previously
deferred in equity and subsequently recognised in inventory will be reclassified to cost of goods sold in profit or loss.

The foreign currency borrowings designated as the hedged item mature in January 2026 and October 2027, at which time the amount deferred
in equity will be reclassified to profit and loss.
The table below sets out the timing profile of the hedge accounted derivatives:
As at 31 March Average strike rate Nominal amounts Carrying value assets/(liabilities)

2019 2018 2017 2019 2018 2017 2019 2018 2017
Outstanding contracts £m £m £m £m £m £m
Cash flow hedges of foreign
exchange risk on forecast
transactions
Derivative instruments
Sell – USD
Less than one year 0.6756 0.6483 0.6509 1,584 2,257 3,468 (187) (178) (711)
Between one and five years 0.6989 0.6771 0.6624 1,945 2,988 5,531 (114) (55) (911)
Sell – Chinese Yuan
Less than one year 0.1054 0.1018 0.0999 2,132 2,984 3,467 (153) (300) (483)
Between one and five years 0.1075 0.1051 0.1020 1,299 2,582 4,143 (43) (83) (259)
Buy – Euro
Less than one year 0.8823 0.8521 0.8276 3,609 2,568 2,492 14 140 120
Between one and five years 0.9192 0.8994 0.8630 4,030 4,490 4,459 (73) 143 177
Other currencies
Less than one year 0.0024 0.0020 0.0021 1,800 1,748 1,694 2 (62) (310)
Between one and five years 0.0044 0.0033 0.0027 882 1,560 1,829 11 40 (181)
17,281 21,177 27,083 (543) (355) (2,558)
Debt instruments
USD
Less than one year 0.7358 0.6727 – 736 471 – (768) (498) –
Between one and five years – 0.7358 0.6727 – 736 807 – (712) (963)
736 1,207 807 (768) (1,210) (963)
Hedges of foreign exchange risk
on recognised debt
Cross-currency interest
rate swaps
USD
Less than one year – – – – – – – – –
Between one and five years – – – – – – – – –
More than five years 0.7592 0.7592 – 380 380 – 11 (29) –
EUR
Less than one year – – – – – – – – –
Between one and five years – – – – – – – – –
More than five years 0.8912 – – 446 – – (15) – –
826 380 – (4) (29) –
The USD debt instrument used as a hedging instrument shown in the less than one year category above hedges some periods that are between
one and five years. As the instrument itself matures within one year, the total amount has been shown in less than one year. The amounts
hedging revenue between one and five years are £359 million (2018: £204 million, 2017: £nil).

The line items in the consolidated balance sheet that include the above derivative instruments are “Other financial
assets” and “Other financial liabilities”. The US denominated debt designated as a hedging instrument is included in
“Borrowings”. The following table sets out the effect of the Group’s cash flow hedges on the financial position of the Group:
2019 2018 2017

Loss accumulated in the Hedging reserve relating to exposure on
anticipated future revenue transactions (580) (636) (3,085)
(Loss)/gain accumulated in the Hedging reserve relating to exposure on
anticipated future purchase transactions (43) 294 332
Loss accumulated in the Hedging reserve relating to exposure on debt – (4) –
Loss accumulated in Hedging reserve (623) (346) (2,753)
Of which:
Loss relating to continuing hedges (575) (307) (2,590)
Loss relating to hedges where hedge accounting is no longer applied (48) (39) (163)
Loss accumulated in the Cost of hedging reserve relating to exposure on

anticipated future revenue transactions (16) (48) (63)
Loss accumulated in the Cost of hedging reserve relating to exposure on
anticipated future purchase transactions (26) (12) (29)
Gain accumulated in the Cost of hedging reserve relating to exposure on debt 2 3 –
Loss accumulated in the Cost of hedging reserve (40) (57) (92)
Of which:
Loss relating to continuing hedges (41) (53) (90)
Gain/(loss) relating to hedges where hedge accounting is no longer applied 1 (4) (2)
The following table sets out the effect of the Group’s cash flow hedges on the financial performance of the Group:
2019 2018 2017

Fair value (loss)/gain of foreign currency derivative contracts recognised
in Hedging reserve (876) 1,075 (2,803)
Fair value (loss)/gain of foreign currency bonds recognised in
Hedging reserve (103) 145 (150)
Fair value gain/(loss) of derivatives hedging foreign currency bonds
recognised in Hedging reserve 5 (4) –
(Loss)/gain recognised in Other comprehensive income in the year (974) 1,216 (2,953)
Fair value (loss)/gain of foreign currency derivative contracts recognised in

the Cost of hedging reserve (11) 22 (47)
Fair value (loss)/gain of derivatives hedging foreign currency bonds
recognised in the Cost of hedging reserve (1) 3 –
(Loss)/gain recognised in Other comprehensive income in the year (12) 25 (47)
Net (loss)/gain in the hedged item used for assessing hedge effectiveness (202) 2,195 (1,402)
(Loss)/gain released from the Hedging reserve relating to forecast
transactions that are no longer expected to occur (12) 7 (42)
Gain released from the Cost of hedging reserve relating to forecast
transactions that are no longer expected to occur 1 – –
Loss on derivatives not hedge accounted, recognised in “Foreign exchange
(loss)/gain and fair value adjustments” in the consolidated income statement (18) (4) (53)
No ineffectiveness was recognised in the consolidated income statement in the year ended 31 March 2019, 2018 or
2017 in respect of cash flow hedges.

FA I R VA LU E H E D G E S
The Group uses cross-currency interest rate swaps as the hedging instrument in a fair value hedge of foreign exchange
and interest rate risks of foreign currency denominated debt. The derivatives convert foreign currency USD fixed-rate
borrowings to GBP floating-rate debt.
Changes in the fair value of foreign currency contracts that are designated in fair value hedging relationships are
recognised in the consolidated income statement. Changes in the fair value of the underlying hedged item (long-term
borrowings) for the hedged risks are recognised in the same income statement line.
The fair value of the cross-currency interest rate swaps included in “Derivatives and other financial instruments in
hedging relationship” in section (A) are as follows:
2019 2018 2017

Other financial assets – non-current 11 – –
Total financial assets 11 – –
Other financial liabilities – non-current (15) (29) –
Total financial liabilities (15) (29) –
The following amounts have been recognised in the consolidated income statement in the years ended 31 March 2019,
2018 and 2017:
2019 2018 2017

During year to 31 March £m £m £m
Net change in the hedged item used for assessing hedge effectiveness,
taken to the consolidated income statement in “Foreign exchange (loss)/
gain and fair value adjustments” (29) 34 –
Fair value changes in the derivative instruments used in assessing hedge
effectiveness, taken to the consolidated income statement in “Foreign
exchange (loss)/gain and fair value adjustments” 22 (27) –
Ineffectiveness recognised in the consolidated income statement in
“Foreign exchange (loss)/gain and fair value adjustments” (7) 7 –
36 Leases
LEASE AS A LESSEE
The future minimum non-cancellable finance lease rentals are payable as follows:
2019 2018 2017

Less than one year 7 6 2
Between one and five years 22 15 4
More than five years 33 11 5
Total lease payments 62 32 11
Less future finance charges (31) (13) (4)
Present value of lease obligations 31 19 7
The above leases relate to amounts payable under the minimum lease payments on plant and equipment. The carrying
value of these assets as at 31 March 2019 was £28 million (2018: £21 million, 2017: £7 million). The Group leased
certain of its manufacturing equipment under finance leases that mature between 2019 and 2048. The Group will take
ownership of all assets held under finance lease at the end of the lease term.
36 Leases (continued)
The future minimum non-cancellable operating lease rentals are payable as follows:
2019 2018 2017

Less than one year 115 91 75
The Group leases a number of buildings, plant and equipment and IT hardware and software under operating leases,
certain of which have a renewal and/or purchase option in the normal course of business.
LEASE AS A LESSOR
The future minimum lease receipts under non-cancellable operating leases are as follows:
2019 2018 2017

Less than one year 5 5 –
37 Segmental reporting
Operating segments are defined as components of the Group about which separate financial information is available
that is evaluated regularly by the chief operating decision-maker, or decision-making group, in deciding how to allocate
resources and in assessing performance.
The Group operates in the automotive segment. The automotive segment includes all activities relating to design,
development, manufacture and marketing of vehicles including financing thereof, as well as sale of related parts and
accessories from which the Group derives its revenues. The Group has only one operating segment, so no separate
segment report is given.
The geographic spread of sales by customer location and non-current assets is as disclosed below:
Rest of Rest of
UK US China Europe World Total
£m £m £m £m £m £m
31 March 2019
Revenue 5,228 5,485 3,312 5,355 4,834 24,214
Non-current assets 10,859 32 16 1,045 167 12,119
31 March 2018
Revenue 5,096 4,974 5,554 5,318 4,844 25,786
Non-current assets 13,146 32 18 819 165 14,180
31 March 2017
Revenue 5,557 4,638 4,684 5,273 4,187 24,339
Non-current assets 11,714 10 11 158 159 12,052
In the table above, non-current assets includes property, plant and equipment and intangible assets.
38 Notes to the consolidated cash flow statement

( A ) R E C O N C I L I AT I O N O F ( L O S S ) / P R O F I T F O R T H E Y E A R T O C A S H G E N E R AT E D
F R O M O P E R AT I N G A C T I V I T I E S
2018 2017
Adjustments for:
Depreciation and amortisation 2,164 2,075 1,656
Write-down of tangible assets 10 18 18 12
Write-down of intangible assets 10 – 46 –
Loss on disposal of assets 59 22 15
Foreign exchange and fair value loss/(gain) on loans 13 45 (69) 101
Income tax (credit)/expense 14 (308) 398 331
Finance expense (net) 12 111 85 68
Finance income 12 (35) (33) (33)
Foreign exchange loss/(gain) on economic hedges of loans 13 18 (11) 4
Foreign exchange loss/(gain) on derivatives 13 31 (74) 31
Foreign exchange (gain)/loss on short-term deposits and
other investments (71) 55 (57)
Foreign exchange loss/(gain) on other restricted deposits – 1 (7)
Foreign exchange loss/(gain) on cash and cash equivalents 27 41 (95)
Unrealised loss/(gain) on commodities 13 34 2 (148)
Loss on matured revenue hedges 43 – –
Share of profit of equity accounted investments 15 (3) (252) (159)
Fair value gain on equity investment 13 (26) (3) –
Exceptional items 4 3,271 (438) (151)
Other non-cash adjustments (4) 6 1
Cash flows from operating activities before
changes in assets and liabilities 2,053 2,983 2,811
Trade receivables 249 (317) (194)
Other financial assets 61 (267) 34
Other current assets 127 (27) (34)
Inventories 152 (296) (628)
Other non-current assets (3) (5) (25)
Accounts payable (419) 600 701
Other current liabilities 115 46 63
Other financial liabilities (24) 134 80
Other non-current liabilities and retirement benefit
obligation (23) 52 158
Provisions 170 161 325
Cash generated from operations 2,458 3,064 3,291
38 Notes to the consolidated cash flow statement (continued)

( B ) R E C O N C I L I AT I O N O F M O V E M E N T S O F L I A B I L I T I E S T O C A S H F L O W S A R I S I N G
FROM FINANCING ACTIVITIES
Finance
Short-term Long-term lease
borrowings borrowings obligations Total
£m £m £m £m
Balance at 1 April 2016 116 2,373 11 2,500
Proceeds from issue of financing 488 857 – 1,345
Repayment of financing (443) (57) (4) (504)
Arrangement fees paid – (13) – (13)
Foreign exchange 18 81 – 99
Fee amortisation – 4 – 4
Long-term borrowings revaluation in hedge reserve – 150 – 150
Balance at 31 March 2017 179 3,395 7 3,581
Proceeds from issue of financing 543 373 – 916
Issue of new finance leases – – 16 16
Repayment of financing (546) – (4) (550)
Reclassification of long-term debt 518 (518) – –
Foreign exchange (40) (39) – (79)
Fee amortisation – 6 – 6
Reclassification of long-term debt fees (2) 2 – –
Long-term borrowings revaluation in hedge reserve – (145) – (145)
Fair value adjustment on loans – (10) – (10)
Balance at 31 March 2018 652 3,060 19 3,731
Proceeds from issue of financing 649 1,214 – 1,863
Issue of new finance leases – – 14 14
Repayment of financing (1,250) – (2) (1,252)
Reclassification of long-term debt 768 (768) – –
Foreign exchange 62 15 – 77
Fee amortisation 1 7 – 8
Reclassification of long-term debt fees (1) 1 – –
Bond revaluation in hedge reserve – 103 – 103
Fair value adjustment on loans – (15) – (15)
Balance at 31 March 2019 881 3,599 31 4,511
39 Related party transactions

Tata Sons Limited is a company with significant influence over the Group’s ultimate parent company Tata Motors
Limited. The Group’s related parties therefore include Tata Sons Limited, subsidiaries and joint ventures of Tata
Sons Limited and subsidiaries, joint ventures and associates of Tata Motors Limited. The Group routinely enters into
transactions with its related parties in the ordinary course of business, including transactions for the sale and purchase
of products with its joint ventures and associates.
All transactions with related parties are conducted under normal terms of business and all amounts outstanding are
unsecured and will be settled in cash.
Transactions and balances with the Group’s own subsidiaries are eliminated on consolidation.
39 Related party transactions (continued)

The following table summarises related party transactions and balances not eliminated in the consolidated financial
statements. All related party transactions are conducted under normal terms of business. The amounts outstanding are
unsecured and will be settled in cash.
With
immediate
or ultimate
With Tata parent
Sons Limited and its
and its subsidiaries,
With joint With subsidiaries joint
ventures of associates and joint ventures and
the Group of the Group ventures associates
£m £m £m £m
31 March 2019
Sale of products 321 – 3 76
Purchase of goods – – – 214
Services received – 2 170 97
Services rendered 83 – – 1
Trade and other receivables 15 – 1 15
Accounts payable – – 35 52
31 March 2018
Purchase of goods – – – 161
Services received 64 – 162 100
Services rendered 142 1 – 2
Accounts payable – – 28 59
31 March 2017
Purchase of goods 2 – – 85
Services received 124 4 172 108
Services rendered 88 – – 2
Accounts payable 3 – 47 27
Compensation of key management personnel
2019 2018 2017

Short-term benefits 10 12 14
Post-employment benefits 1 1 1
Share-based payments – – 3
Other long-term employee benefits – – 1
Compensation for loss of office – 1 1
Total compensation of key management personnel 11 14 20
40 Ultimate parent company and parent company of larger group

The immediate parent undertaking is TML Holdings Pte. Ltd. (Singapore) and the ultimate parent undertaking and
controlling party is Tata Motors Limited, India, which is the parent of the smallest and largest group to consolidate these
Copies of the TML Holdings Pte. Ltd. (Singapore) consolidated financial statements can be obtained from the Company
Secretary, TML Holdings Pte. Ltd. 9 Battery Road #15-01 MYP Centre, Singapore 049910.
Copies of the Tata Motors Limited, India consolidated financial statements can be obtained from the Company
Secretary, Tata Motors Limited, Bombay House, 24, Homi Mody Street, Mumbai-400001, India.
41 Subsequent events
There have been no material subsequent events between the balance sheet date and the date of signing this report.
P A R E N T C O M PA N Y
PA R E N T CO M PA N Y BA L A N C E S H E E T
2018
2019 restated* 2017
As at 31 March Note £m £m £m
Non-current assets
Investments 42 1,655 1,655 1,655
Other financial assets 43 3,628 3,093 3,423
Other non-current assets 44 2 1 4
Total non-current assets 5,285 4,749 5,082
Current assets
Other financial assets 43 1,270 1,221 365
Other current assets 44 1 2 2
Cash and cash equivalents – 1 –
Total current assets 1,271 1,224 367
Total assets 6,556 5,973 5,449
Current liabilities
Other financial liabilities 46 37 36 29
Deferred finance income 2 4 2
Short-term borrowings 47 767 497 –
Current income tax liabilities 4 3 3
Total current liabilities 810 540 34
Non-current liabilities
Long-term borrowings 47 3,594 3,070 3,395
Deferred finance income 35 24 32
Total non-current liabilities 3,629 3,094 3,427
Total liabilities 4,439 3,634 3,461
Equity attributable to equity holders of the parent
Ordinary shares 48 1,501 1,501 1,501
Capital redemption reserve 48 167 167 167
Retained earnings 449 671 320
Total equity attributable to equity holders of the parent 2,117 2,339 1,988
Total liabilities and equity 6,556 5,973 5,449
The Company has elected to take the exemption under section 408 of the Companies Act 2006 from presenting the parent company income
statement. The profit for the Company for the year was £3 million (2018: £501 million, 2017: £302 million).
These parent company financial statements were approved by the JLR plc Board and authorised for issue on 31 May 2019.
They were signed on its behalf by:
PROF. DR. R A L F D. SPE T H

CHI EF EXE C U T I V E O F F ICE R
CO MPAN Y R E G IST E R E D N U M B ER: 06 4 7 7 6 9 1
Parent company
P A R E N T C O M P A N Y S T AT E M E N T O F C H A N G E S I N E Q U I T Y
Ordinary Capital
share redemption Retained Total
capital reserve earnings equity
Note £m £m £m £m
Balance at 1 April 2018 1,501 167 671 2,339
Profit for the year – – 3 3
Total comprehensive income – – 3 3
Dividend 49 – – (225) (225)
Balance at 31 March 2019 1,501 167 449 2,117
Balance at 1 April 2017 1,501 167 320 1,988

Dividend 49 – – (150) (150)
Balance at 31 March 2018 1,501 167 671 2,339
Balance at 1 April 2016 1,501 167 168 1,836

Dividend 49 – – (150) (150)
Balance at 31 March 2017 1,501 167 320 1,988
P A R E N T C O M P A N Y C A S H F L O W S T AT E M E N T
2018
2019 restated* 2017
Cash flows used in operating activities
Profit for the year 3 501 302
Adjustments for:
Income tax expense/(credit) 1 – (1)
Dividends received – (500) (300)
Finance income (187) (158) (132)
Finance expense 183 157 131
Cash flows used in operating activities before changes in assets and liabilities – – –
Other financial assets (446) (724) (949)
Other current liabilities (1) 1 (1)
Net cash used in operating activities (447) (723) (950)
Cash flows from investing activities

Finance income received 197 144 136
Dividends received – 500 300
Net cash generated from investing activities 197 644 436
Cash flows generated from/(used in) financing activities

Proceeds from issuance of long-term borrowings 1,214 373 857
Repayment of borrowings (547) – (57)
Dividends paid 49 (225) (150) (150)
Net cash generated from financing activities 249 80 514
Net (decrease)/increase in cash and cash equivalents (1) 1 –

Cash and cash equivalents at beginning of year 1 – –
Cash and cash equivalents at end of year – 1 –
Notes to the
parent company
N O T E S T O T H E PA R E N T C O M P A N Y
42 Investments
Investments consist of the following:
2019 2018 2017

Cost of unquoted equity investments at beginning and end of year 1,655 1,655 1,655
The Company has not made any investments or disposals of investments in the year.
The Company has the following 100 per cent direct interest in the ordinary shares of a subsidiary undertaking:
Principal place of
business and country
Subsidiary undertaking of incorporation Registered office address
Jaguar Land Rover Holdings Limited England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
The shareholding above is recorded at acquisition value in the Company’s accounts. Details of the indirect subsidiary undertakings are as follows:
Principal place of
Name of company Shareholding of incorporation Registered office address
Jaguar Land Rover Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
Jaguar Land Rover North America, LLC. 100% USA 100 Jaguar Land Rover Way, Mahwah, NJ 07495, USA
Jaguar Land Rover Deutschland GmbH 100% Germany Am Kronberger Hang 2a, 65824 Schwalbach/Ts,
Germany
Jaguar Land Rover Belux N.V. 100% Belgium Generaal Lemanstraat 47, 2018 Antwerpen, Belgium
Jaguar Land Rover Austria GmbH 100% Austria Siezenheimer Strasse 39a, 5020 Salzburg, Austria
Jaguar Land Rover Italia SpA 100% Italy Via Alessandro Marchetti, 105 - 00148, Roma, Italy
Jaguar Land Rover Australia (Pty) Limited 100% Australia Level 1, 189 O’ Riordon Street, Mascot, 2020, NSW,
Australia
Jaguar Land Rover España SL 100% Spain Torre Picasso, Plaza Pablo Ruiz Picasso, 1 – Planta 42,
23020 Madrid, Spain
Jaguar Land Rover Nederland B.V. 100% Holland PO Box 40, Stationsweg 8, 4153 RD Beesd, Netherlands
Jaguar Land Rover Portugal Veiculos e Pecas, Lda 100% Portugal Edificio Escritorios do Tejo, Rua do Polo Sul, Lote
1.10.1.1 – 3.° B-3, Parish of Santa Maria dos Olivais,
Municipality of Lisboa, Portugal
Jaguar Land Rover (China) Investment Co., Ltd. 100% China 11F, No.06 (Building D) The New Bund World Trade
(formerly Jaguar Land Rover Automotive Trading Center (Phase II), Lane 227 Dongyu Road, Pudong New
(Shanghai) Co., Ltd.) District, Shanghai 200126, China
Shanghai Jaguar Land Rover Automotive Service 100% China 11F, No.06 (Building D) The New Bund World Trade
Co. Ltd Center (Phase II), Lane 227 Dongyu Road, Pudong New
District, Shanghai 20012, China
Jaguar Land Rover Japan Ltd 100% Japan Garden City Shinagawa Gotenyama Bldg. 9F,
6-7-29 Kita-Shinagawa, Shinagawa-ku, Tokyo
141-0001, Japan
Jaguar Land Rover Korea Co. Limited 100% Korea 25F West Mirae Asset Center 1 Building 67 Suha-dong,
Jung-gu Seoul 100-210, Korea
Jaguar Land Rover Canada ULC 100% Canada 75 Courtneypark Drive West, Unit 3 Mississauga,
ON L5W 0E3, Canada
Jaguar Land Rover France SAS 100% France Z.A. Kleber – Batiment Ellington, 165 Boulevard de
Valmy, 92706 Colombes, Cedex, France
Jaguar e Land Rover Brasil Indústria e Comércio de 100% Brazil Avenida Ibirapuera 2.332, Torre I - 10º andar- Moema
Veículos Ltda. 04028-002, São Paulo, SP, Brazil
Jaguar Land Rover Limited Liability Company 100% Russia 28B, Building 2 Mezhdunarodnoe Shosse 141411,
Moscow, Russian Federation
Jaguar Land Rover (South Africa) Holdings Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
Jaguar Land Rover (South Africa) (Pty) Ltd 100% South Africa 28 Victoria Link, Route 21 Corporate Park, Nellmapius
Drive, Irene X30, Centurion, Tshwane, Gauteng,
South Africa
Principal place of
Jaguar Land Rover India Limited 100% India Nanavati Mahalaya, 3rd floor, 18, Homi Mody Street,
Mumbai, Maharashtra, India 400001
Daimler Transport Vehicles Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
S.S. Cars Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
The Lanchester Motor Company Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
The Daimler Motor Company Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
Jaguar Land Rover Pension Trustees Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
JLR Nominee Company Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
Jaguar Cars Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
Land Rover Exports Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
Land Rover Ireland Limited 100% Ireland c/o LK Shields Solicitors, 39/40 Upper Mount Street
Dublin 2, Ireland
Jaguar Cars South Africa (Proprietary) Ltd 100% South Africa Simon Vermooten Road, Silverton, Pretoria 0184,
South Africa
Jaguar Land Rover Slovakia s.r.o. 100% Slovakia Vysoka 2/B, 811 06 Bratislava, Slovakia
Jaguar Land Rover Singapore Pte. Ltd 100% Singapore 138 Market Street, CapitaGreen, Singapore
Jaguar Racing Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
InMotion Ventures Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
InMotion Ventures 1 Limited 100% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
Jaguar Land Rover Colombia SAS 100% Colombia CL 67735 OFE, 1204 Bogotan Cundinamarka 1 3192
900, Colombia
Jaguar Land Rover México, S.A.P.I. de C.V. 100% Mexico Av. Javier Barros Sierra No.540 Piso 7 Oficina 703,
Col. Santa Fe la Fe Del., Alvaro Obregón, México,
D.F. C.P. 01210
Jaguar Land Rover Servicios México, S.A. de C.V. 100% Mexico Av. Javier Barros Sierra No.540 Piso 7 Oficina 703,
Col. Santa Fe la Fe Del., Alvaro Obregón, México,
D.F. C.P. 01210
Jaguar Land Rover Taiwan Company Limited 100% Taiwan 12F, No. 40, Sec. 1, Chengde Road, Datong Dist., Taipei
City 103, Taiwan (R.O.C.)
Jaguar Land Rover Ireland (Services) Limited 100% Ireland c/o 40 Upper Mount Street, Dublin 2, Ireland
Jaguar Land Rover Classic USA LLC 100% USA 251 Little Falls Drive, Wilmington, Delaware, USA
Jaguar Land Rover Classic Deutschland GmbH 100% Germany Ringstraße 38, 45219 Essen, Germany
Hungary Jaguar Land Rover Hungary KFT 100% Hungary 1062 Budapest, Andrássy út 100, Hungary
Spark44 (JV) Limited 50.50% England and Wales Abbey Road, Whitley, Coventry CV3 4LF, England
Spark44 Limited 50.50% England and Wales The White Collar Factory, 1 Old Street Yard, London
EC1Y 8AF, England
Spark44 LLC 50.50% USA 5870 W. Jefferson Blvd, Studio H,Los Angeles,
CA 90016, USA
Spark44 Canada Inc 50.50% Canada 1059 Spadina Road, Toronto, ON M5N 2M7, Canada
Spark44 GmbH 50.50% Germany Querstr. 7, 60322 Frankfurt am Main, Germany
Spark44 Communications S.L. 50.50% Spain Prim 19, 4th floor, 28004 Madrid, Spain
Spark44 S.r.l 50.50% Italy Via Marcella, 4/6- 00153 Rome, Italy
Spark44 Pty Limited 50.50% Australia Level 5, 65 Berry Street, North Sydney , NSW 2060,
Australia
Spark44 DMCC 50.50% UAE Unit No: 1401 &1404, Swiss Tower, Plot No: JLT-PH2Y3A
Jumeirah Lakes Towers, Dubai, UAE
Spark44 Seoul Limited 50.50% South Korea F12, 11 Cheonggyecheon-ro, Jongno-gu, Seoul, Korea
Spark44 Singapore Pte Limited 50.50% Singapore 138 Market Street 36-01/02 CapitaGreen, Singapore
048946
Spark44 Japan K.K. 50.50% Japan 2-23-1-806, Akasaka, Minato-ku, Tokyo, 153-0042,
Japan
Notes to the
parent company
Principal place of
Spark44 Demand Creation Partners Limited 50.50% India Unit No. 604, 6th Floor, Sterling Centre, Dr.Annie Besant
Road, Worli, Mumbai-18, Maharashtra , India
Spark44 South Africa Pty Ltd 50.50% South Africa 21 Forssman Close, Barbeque Downs, Kyalami,
South Africa
Spark44 Shanghai 50.50% China Rooms 6401, 6402, 6501, 6502, No.436 Ju Men Road,
Huang Pu District, Shanghai, China
Spark44 Taiwan Limited 50.50% Taiwan 18F., No.460, Sec. 4, Xinyi Rd., Xinyi Dist., Taipei City 110,
Taiwan (R.O.C.)
Spark44 Colombia S.A.S 50.50% Colombia Cl 72 # 10 07 oficina 401, Bogota, Colombia
Details of the indirect holdings in equity accounted investments are given in note 15 to the consolidated financial statements.
43 Other financial assets

2019 2018 2017
Non-current
Receivables from subsidiaries 3,628 3,093 3,423
Current
Receivables from subsidiaries 1,270 1,221 365
44 Other assets
2018
2019 restated* 2017
Non-current
Current
45 Deferred tax assets and liabilities

As at 31 March 2019, the Company has recognised no deferred tax assets or liabilities.
46 Other financial liabilities

2019 2018 2017
Current
Interest accrued 33 32 27
Other 4 4 2
Total current other financial liabilities 37 36 29
47 Interest-bearing loans and borrowings

2019 2018 2017
Current portion of EURO MTF listed debt 767 497 –
Short-term borrowings 767 497 –
EURO MTF listed debt 2,839 3,070 3,395
Bank loans 755 – –
Long-term borrowings 3,594 3,070 3,395
Total debt 4,361 3,567 3,395
EURO MTF LISTED DEBT

The bonds are listed on the Luxembourg Stock Exchange multilateral trading facility (“EURO MTF”) market.
Details of the tranches of the bonds outstanding at 31 March 2019 are as follows:
• $500 million Senior Notes due 2023 at a coupon of 5.625 per cent per annum – issued January 2013
• £400 million Senior Notes due 2023 at a coupon of 3.875 per cent per annum – issued February 2015
• $500 million Senior Notes due 2020 at a coupon of 3.500 per cent per annum – issued March 2015
• €650 million Senior Notes due 2024 at a coupon of 2.200 per cent per annum – issued January 2017
• €500 million Senior Notes due 2026 at a coupon of 4.500 per cent per annum – issued September 2018
• $700 million Senior Notes due 2018 at a coupon of 4.125 per cent per annum – issued December 2013
No tranches of bonds were repaid in the year ended 31 March 2018.
• $84 million Senior Notes due 2021 at a coupon of 8.125 per cent per annum – issued May 2011
S Y N D I C AT E D L O A N
In October 2018, a $1 billion syndicate loan was issued with a coupon rate of LIBOR + 1.900 per cent per annum, due in
the following tranches:
• $200 million due October 2022
• $800 million due January 2025
The contractual cash flows of interest-bearing borrowings are set out below, including estimated interest payments and
assuming the debt will be repaid at the maturity date:
2019 2018 2017

Due in
1 year or less 957 639 142
2nd and 3rd years 1,011 1,228 1,610
4th and 5th years 1,696 1,305 848
More than 5 years 1,559 1,008 1,414
Total contractual cash flows 5,223 4,180 4,014
Notes to the
parent company
48 Capital and reserves

2019 2018 2017
Authorised, called up and fully paid
1,500,642,163 ordinary shares of £1 each 1,501 1,501 1,501
Total ordinary share capital 1,501 1,501 1,501
The holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one
vote per share at meetings of the Company.
The capital redemption reserve of £167 million (2018, 2017: £167 million) was created in March 2011 on the
cancellation of share capital.
49 Dividends
2019 2018 2017
Dividend proposed for the previous year paid during the year of £0.15
(2018, 2017: £0.10) per ordinary share 225 150 150
Amounts recognised as distributions to equity holders during the year 225 150 150
Proposed dividend for the year of £nil
(2018: £0.15, 2017: £0.10) per ordinary share – 225 150
50 Commitments and contingencies

The Company had no commitments or contingencies at 31 March 2019, 2018 or 2017.
51 Capital management
The Company’s objectives when managing capital are to ensure the going concern operation of all subsidiary companies
within the Group and to maintain an efficient capital structure to support ongoing and future operations of the Group
and to meet shareholder expectations.
The Company issues debt, primarily in the form of bonds, to meet anticipated funding requirements and maintain
sufficient liquidity. The Company also maintains certain undrawn committed credit facilities to provide additional
liquidity. These borrowings, together with cash generated from operations, are loaned internally or contributed as equity
to certain subsidiaries as required. Surplus cash in subsidiaries is pooled (where practicable) and invested to satisfy
security, liquidity and yield requirements.
The capital structure and funding requirements are regularly monitored by the JLR plc Board to ensure sufficient
liquidity is maintained by the Group. All debt issuance and capital distributions are approved by the JLR plc Board.
The following table summarises the capital of the Company:
2019 2018 2017

Long-term debt 3,594 3,070 3,395
Short-term debt 767 497 –
Total debt 4,361 3,567 3,395
Equity attributable to shareholder 2,117 2,339 1,988
Total capital 6,478 5,906 5,383
52 Financial instruments
This section gives an overview of the significance of financial instruments for the Company and provides additional
information on balance sheet items that contain financial instruments.
The details of significant accounting policies, including the criteria for recognition, the basis of measurement and the
basis on which income and expenses are recognised, in respect of each class of financial asset, financial liability and
equity instrument, are disclosed in note 2 to the consolidated financial statements.
(A) FINANCIAL ASSETS AND LIABILITIES

31 March 2019 under IFRS 9:
Amortised
cost and
other Total
financial carrying Total fair
liabilities value value
£m £m £m
Other financial assets – current 1,270 1,270 1,270
Other financial assets – non-current 3,628 3,628 3,628
Total financial assets 4,898 4,898 4,898
Other financial liabilities – current 38 38 36

Short-term borrowings 767 767 763
Total financial liabilities 4,399 4,399 4,044
Loans and
receivables
and other Total
£m £m £m
Other financial assets – current 1,221 1,221 1,221

Short-term borrowings 497 497 500
Notes to the
parent company

Loans and
receivables
and other Total
£m £m £m
Other financial assets – current 365 365 365

Fair value hierarchy

Financial instruments held at fair value are required to be measured by reference to the following levels:
• Quoted prices in an active market (Level 1): This level of hierarchy includes financial instruments that are measured by
reference to quoted prices (unadjusted) in active markets for identical assets or liabilities;
• Valuation techniques with observable inputs (Level 2): This level of hierarchy includes financial assets and liabilities
measured using inputs other than quoted prices included within Level 1 that are observable for the asset or liability,
either directly (i.e. as prices) or indirectly (i.e. derived from prices); and
• Valuation techniques with significant unobservable inputs (Level 3): This level of hierarchy includes financial assets
and liabilities measured using inputs that are not based on observable market data (unobservable inputs). Fair values
are determined in whole or in part using a valuation model based on assumptions that are neither supported by prices
from observable current market transactions in the same instrument nor based on available market data.
There has been no change in the valuation techniques adopted or any transfers between fair value levels in either
current or prior periods as presented.
Fair values of cash and cash equivalents, short-term borrowings and other financial assets and liabilities are assumed to
approximate to cost due to the short-term maturing of the instruments and as the impact of discounting is
not significant.
Management uses its best judgement in estimating the fair value of its financial instruments. However, there are
inherent limitations in any estimation technique. Therefore, for substantially all financial instruments, the fair value
estimates presented above are not necessarily indicative of all the amounts that the Company could have realised in a
sales transaction as of respective dates. The estimated fair value amounts as of 31 March 2019, 2018 and 2017 have
been measured as of the respective dates. As such, the fair values of these financial instruments subsequent to the
respective reporting dates may be different from the amounts reported at each year end.
(B) FINANCIAL RISK MANAGEMENT

The Company is exposed to foreign currency exchange rate, interest rate, liquidity and credit risks. The Company has a
risk management framework in place that monitors all of these risks as discussed below. This framework is approved by
the JLR plc Board.
F O R E I G N C U R R E N C Y E X C H A N G E R AT E R I S K
The fluctuation in foreign currency exchange rates may have potential impact on the balance sheet, statement of
changes in equity and cash flow statement where any transaction references more than one currency or where assets
or liabilities are denominated in a currency other than the functional currency of the Company.
As at 31 March 2019, 2018 and 2017, there are no designated cash flow hedges.

The Company’s operations are subject to risks arising from fluctuations in exchange rates. The risks primarily relate
to fluctuations in US Dollar and Euro against Sterling as the Company has US Dollar and Euro assets and liabilities and
a GBP functional currency. The following analysis has been calculated based on the gross exposure as of the parent
Company balance sheet date that could affect the income statement.
US Dollar Euro
As at 31 March £m £m
Financial assets 2,324 999
Financial liabilities (2,323) (998)
Net exposure asset 1 1
A 10 per cent appreciation/depreciation of the US Dollar or Euro would result in an increase/decrease in the Company’s
net profit before tax and net assets by approximately £nil and £nil respectively.
US Dollar Euro
Net exposure asset 3 –
US Dollar Euro
Net exposure asset – –
I N T E R E S T R AT E R I S K
Interest rate risk is the risk that changes in market interest rates will lead to changes in interest income and expense for
the Company.
The Company is presently funded with long-term fixed interest rate borrowings and long-term variable-rate borrowings.
The Company is also subject to variable interest rates on certain other debt obligations.
As at 31 March 2019, net financial assets of £503 million (2018: £1,184 million, 2017: £335 million) were subject to a
variable interest rate. An increase/decrease of 100 basis points in interest rates at the balance sheet date would result
in an impact of £5 million (2018: £12 million, 2017: £3 million).
The risk estimates provided assume a parallel shift of 100 basis points interest rate across all yield curves. This
calculation also assumes that the change occurs at the balance sheet date and has been calculated based on risk
exposures outstanding as at that date. The year-end balances are not necessarily representative of the average debt
outstanding during the year.
Notes to the
parent company

L I Q U I D I T Y R AT E R I S K
Liquidity risk is the risk that the Company will not be able to meet its financial obligations as they fall due.
The Company’s policy on liquidity risk is to ensure that sufficient borrowing facilities are available to fund ongoing
operations without the need to carry significant net debt over the medium term. The quantum of committed borrowing
facilities available to the Company is reviewed regularly and is designed to exceed forecast peak gross debt levels.
The following are the undiscounted contractual maturities of financial liabilities, including estimated interest payments:

Other financial liabilities 38 37 11 11 15
Total contractual maturities 4,399 5,990 1,724 460 1,610 2,196

Total contractual maturities 3,603 4,183 643 831 1,701 1,008

Total contractual maturities 3,424 4,017 145 697 1,761 1,414
CREDIT RISK
Financial instruments that are subject to concentrations of credit risk consist of loans to subsidiaries based in a variety
of geographies and markets.
Exposure to credit risk

The carrying amount of financial assets represents the maximum credit exposure.
Financial assets
None of the Company’s cash equivalents or other financial receivables, including term deposits with banks, are past due
or impaired. Regarding other financial assets that are neither past due nor impaired, there were no indications as at
31 March 2019 (2018, 2017: no indications) that defaults in payment obligations will occur.
53 R
econciliation of movements of liabilities to cash flows
arising from financing activities
Short-term Long-term
borrowings borrowings
£m £m
Balance at 1 April 2016 – 2,373
Proceeds from issue of financing – 857
Repayment of financing – (57)
Arrangement fees paid – (13)
Foreign exchange – 231
Fee amortisation – 4
Balance at 31 March 2017 – 3,395
Proceeds from issue of financing – 373
Reclassification of long-term debt 518 (518)
Foreign exchange (19) (184)
Fee amortisation – 6
Reclassification of long-term debt fees (2) 2
Balance at 31 March 2018 497 3,070
Proceeds from issue of financing – 1,214
Repayment of financing (547) –
Reclassification of long-term debt 768 (768)
Foreign exchange 49 88
Fee amortisation 1 7
Reclassification of long-term debt fees (1) 1
Balance at 31 March 2019 767 3,594
54 Related party transactions

Tata Sons Limited is a company with significant influence over the Company’s ultimate parent company Tata Motors
Limited. The Company’s related parties therefore include Tata Sons Limited, subsidiaries and joint ventures of Tata
Sons Limited and subsidiaries, associates and joint ventures of Tata Motors Limited. The Company routinely enters into
transactions with these related parties in the ordinary course of business.
The following table summarises related party balances:
With
With immediate
subsidiaries parent
£m £m
31 March 2019
Loans to subsidiaries of Tata Motors Limited 4,898 –
31 March 2018
31 March 2017
Compensation of key management personnel
2019 2018 2017

Short-term benefits 4 4 5
Post-employment benefits – – 1
Total compensation of key management personnel 4 4 6
Apart from the six directors, the Company did not have any employees and had no employee costs in the years ended
31 March 2019, 2018 and 2017. All directors’ costs are fully recharged to Jaguar Land Rover Limited.
Notes to the
parent company
55 Ultimate parent company and parent company of larger group

The immediate parent undertaking is TML Holdings Pte. Ltd. (Singapore) and ultimate parent undertaking and
controlling party is Tata Motors Limited, India, which is the parent of the smallest and largest group to consolidate these
Copies of the TML Holdings Pte. Ltd. (Singapore) consolidated financial statements can be obtained from the Company
Secretary, TML Holdings Pte. Ltd. 9 Battery Road #15-01 MYP Centre, Singapore 049910.
Copies of the Tata Motors Limited, India consolidated financial statements can be obtained from the Company
Secretary, Tata Motors Limited, Bombay House, 24, Homi Mody Street, Mumbai-400001, India.
56 Subsequent events
There have been no material subsequent events between the balance sheet date and the date of signing this report.
193
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JAGUAR L AND ROVER AUTOMOTIVE PLC

Annual Report 2018/19

THIS YEAR MARKED A SERIES OF HISTORIC MILESTONES

FOR JAGUAR LAND ROVER:

FIFTY YEARS OF THE EXTRAORDINARY JAGUAR XJ, BOASTING A

LUXURY SALOON BLOODLINE UNLIKE ANY OTHER; AND

SEVENTY YEARS SINCE THE FIRST LAND ROVER MOBILISED

COMMUNITIES AROUND THE WORLD.

CONSCIOUS REDUCTIONS, EMBRACING THE CIRCULAR ECONOMY

TECHNOLOGIES ARE CHANGING BUT THE CORE INGREDIENTS

OF JAGUAR LAND ROVER REMAIN THE SAME: RESPONSIBLE

GOING ABOVE AND BEYOND WITH LAND ROVER, OR BEING

FISCAL YEAR 2018/19

Fiscal 2017/18: 614,309 Fiscal 2017/18: 545,298

Fiscal 2016/17: 604,009 Fiscal 2016/17: 534,746

Fiscal 2017/18: £25.8bn Fiscal 2017/18:

Fiscal 2017/18: £3.1bn Fiscal 2017/18: £4.2bn

Fiscal 2016/17: £3.6bn Fiscal 2016/17: £3.4bn

Our financials for Fiscal 2018/19 reflect these external

OUR BLUEPRINT OUR PURPOSE

People connect with Jaguar and Land Rover,

Our vision is a world of sustainable, smart mobility:

HOW OUR Through our proven capabilities

We look to maximise value for all of our stakeholders by investing in our

Mobility Design and

Financial Logistics Stronger

CASTLE BROMWICH HALEWOOD WOLVERHAMPTON

JAGUAR F-TYPE RANGE ROVER

LAND ROVER RANGE ROVER

BRAZIL AUSTRIA INDIA

ITATIAIA GRAZ PUNE

RANGE ROVER JAGUAR E-PACE RANGE ROVER JAGUAR XE

LAND ROVER JAGUAR I-PACE LAND ROVER JAGUAR XF

JAGUAR E-PACE JAGUAR XJ

Range Rover Velar,

INDUSTRY The all-new Range Rover Evoque is Land Rover’s first

OPPORTUNITIES Defender, designed and engineered in the UK, will

Developments in technology are changing Our state-of-the-art manufacturing plant in Nitra,

New and refreshed models globally

Scalability and flexibility We continue to introduce new driver assistance

The cost and cash improvements achieved by Project

JAGUAR: Industry-leading technology

Today’s world-class Jaguar family comprises the award-

Decades of sporting heritage Design, luxury and refinement

The Jaguar I-PACE is one of the safest and most

T H E AWA R D - refinement and comfort.

JAGUAR XE:  ll-new interior featuring beautiful details and

progressive design, innovative technology  ightweight aluminium-intensive body and

L AND ROVER: Greater choice of power

Further additions to the Ingenium family will arrive later

RANGE ROVER RANGE ROVER SPORT

SVAutobiography Dynamic Edition retains the all-terrain Next-generation refinement

RANGE ROVER VEL AR RANGE ROVER EVOQUE

First debuting at the Amsterdam Motor Show in 1948,

L AND ROVER: of exploration. The brand connects people who have a

Today’s models trace their roots directly back to the original

Ground-breaking mirror technology

RANGE ROVER 180-degree view in front of and underneath the vehicle.

Designed, engineered and manufactured Connected everywhere

ITATIAIA GRAZ PUNE

JAGUAR XE: ll-new interior featuring beautiful details and

progressive design, innovative technology ightweight aluminium-intensive body and

2 0 17 Started contract manufacturing

T H E R OA D TO ero accidents: Every year globally 1.3 million people die

ZERO ero congestion: Transport infrastructure across many

EXPERIENCES e gather customer service insights from our retailers

* Data applies to UK manufacturing, Engine Manufacturing Centre, Gaydon,

The Land Rover 4x4 in Schools Technology Challenge,

pprenticeships leading to NVQ3 qualifications and

E D U C AT I O N , S K I L L S 2-week and 12-month paid placements for degree