Data Motors Annual Report 2022 (Non Financial Version)

Tata Motors Group
countries
Part of the Tata group
founded by Jamsetji
Tata in 1868, Tata Motors
Future is among the world’s
leading manufacturers of
Performance snapshot FY22

ready automobiles. We believe in
‘Connecting Aspirations’, by
Global key Strong presence in India
Future ready Tata Motors offering innovative mobility
highlights Domestic market share has chosen sustainable solutions that are in line with
mobility as the new customers’ aspirations.
10,86,734 44.9% paradigm. With a clearly
Vehicles sold Commercial
(includes CJLR) vehicles defined strategy it has
drawn holistic progression
E2,78,454 crore 12.1% maps for each of its
Revenues Passenger vehicles
businesses.
E24,148 crore 87%
Investment spending Electric vehicles Building on the fundamental strengths
of engineering and innovation, power
73,608 trains were made more efficient and
Employees architectural platforms modularized,
resulting in lower volume breakeven
in every business. Significant
Value shared improvements in customer service and
overall experience were enabled by
`1,910 `23.69
crore crore
the commitment to ensure continuing
profitability of channel partners. With
Taxes paid Spend on community a thrust on digital, introduction of
outreach in India
an agile and future-fit culture and
a pivotal shift in approach - from
`30,809 `15,339
crore crore
being product focused to becoming
human and technology centric, Tata
Spend on employee Spend on Research & Motors has taken a giant leap forward
benefit expenses Development
in connecting the aspirations of its
stakeholders by defining the future of
mobility.
About the report
The 77th Integrated Annual Report 2021-22 of Tata Motors Limited outlines its financial Assurance Board's responsibility Other Details (performance
statement measures)
and non-financial performance. The report narrates in detail how Tata Motors has Assurance on financial statements
has been provided by independent Our Board acknowledges the EBITDA is defined to include the
shown strong resilience across all business verticals in challenging times and how it is auditors BSR & Co. LLP. Assurance accountability for the integrity and product development expenses
gearing up to becoming Future Ready. A slew of product launches and new segment for non-financial data for India completeness of this report and its charged to P&L, revaluation of
operations of Tata Motors have been contents. We have also ensured current assets and liabilities and
demand has expanded our customer base. We have also completed the formation of assured by DNV Business Assurance collective responsibility for the realised FX and commodity hedges
Tata Motors Passenger Vehicles Limited and Tata Passenger Electric Mobility Limited India Private Limited, India. DNV preparation and presentation of but excludes the revaluation of
has provided assurance for the this report in accordance with the foreign currency debt, MTM on
marking the start of new chapter in Tata Motors’ history. non-financial data including those International Integrated Reporting FX and commodity hedges, other
contained in the following sections Council (IIRC) - <IR> Framework. income (except government grant)
of the report: Key Performance as well as exceptional items
Scope and boundary Reporting standards and (Listing Obligations and Disclosure Highlights, Value Creation Cautionary Statement
frameworks Requirements) Regulations, 2015 EBIT is defined as reported EBITDA
The Integrated Annual Report Model, Stakeholder Engagement, Statements in the integrated
and the Secretarial Standards plus profit from equity accounted
2021-22 covers the performance The Integrated Report has been Materiality Assessment, Risk report describing our objective,
issued by the Institute of Company investee less depreciation
of Tata Motors Group, for the prepared as per the principles Management, Governance, and projections, estimates and
Secretaries of India. and amortisation.
period starting from April 1, and guidance provided by the Sustainability Review (Environment expectations may be “forward
2021 to March 31, 2022. It aims International Integrated Reporting and Social). looking statements” within the Auto Free Cash Flow is defined as
to provide a holistic view on our Council (IIRC)’s <IR> framework. Materiality cash flow from operating activities
The assurance has been given meaning of applicable securities
ability to create long-term value The content of the Integrated The Integrated Report includes laws and regulations. Actual less payment for property, plant
against the Report’s adherence to
through our value-creation model, Report is also in accordance with information that is material to our results could differ materially and equipment and intangible
the International <IR> Framework of
strategy and environmental, social the Global Reporting Initiative stakeholders and our value-creation from those expressed or implied. assets add proceeds from sale of
the IIRC and the GRI’s Sustainability
and governance (ESG) focus. (GRI) standards. The financial and abilities. We have also presented Important factors that could make property, plant and equipment,
Reporting Standards. The assurance
Moreover, certain sections of the statutory information has been information on how we strategically a difference to our operations less interest paid add interest
report issued by DNV Business
Report include KPIs (financial and presented as per the requirements approach these material issues. The include, among others, economic received, add dividend from equity
Assurance India Private Limited,
production) and Sustainability of the Companies Act, 2013 and the material issues are reviewed by the conditions affecting demand/ accounted investees core auto and
India, is available on our website
Review (Environment and Social) for rules made thereunder, the Indian Group management. supply and price conditions in the less investment in equity accounted
www.tatamotors.com.
Tata Motors domestic operations Accounting Standards, the Securities domestic and overseas markets investees of core auto entities and
and Jaguar Land Rover. and Exchange Board of India in which we operate, changes less cash flow of TMF Group i.e.,
in government regulations, tax financing business.
laws and other statutes and
incidental factors.
Contents
Contributing to
About Tata Motors

Company Profile 8-9 Our Capitals
Our Presence 10-11
Product Portfolio 12-17
Performance Review
Financial Capital Manufactured Capital Intellectual Capital
Chairman’s Message 20-21 It includes the funds that have It is the products we create It is our ability to leverage
Tata Motors ED’s Message 22-23 been used to manufacture within our own operations and organisational knowledge-based
TMPV and TPEM MD’s Message 24-25 products and offer services. the supporting infrastructure that intangibles such as intellectual
Jaguar Land Rover CEO’s Message 26-27 enables it. property and build our knowledge
Key Performance Highlights 28-33 capital to open up new frontiers.
Business Segments
Tata Commercial Vehicles 36-43
Tata Passenger Vehicles 44-49
Electric Vehicles 50-55 Human Capital Social & Relationship Capital Natural Capital
Jaguar Land Rover 56-61 It includes the competencies, It includes the institutions, It is the renewable and
Tata Motors Finance 62-63 capabilities, experience, and communities, stakeholders and our non-renewable environmental
motivation of our people to interaction, collaboration with them resources that provide goods and
Value Creation innovate and implement our to enhance community well-being. services that support our business.
Value Creation Model 66-67 organisation’s strategy.
Stakeholder Engagement 68-69
Materiality assessment 70-71
Risk Management 72-77
Governance 78-81
Sustainability Review
Environment 84-91
Social: People 92-99
Social: Value chain 100-101
Social: Community 102-107
Statutory Reports
Board's Report 108-134
Business Responsibility Report 135-147
Management Discussion & Analysis 148-178
Risk Factors 179-205
Report on Corporate Governance 206-231
Financial Statements
Standalone 232-330
Consolidated 331-458
Notice 459-496
For further information, log on to

www.tatamotors.com
About
Tata
Motors
Tata Motors Limited is one of
India’s leading automobile
manufacturing companies
with an extensive range of
integrated, smart and e-mobility
solutions in its portfolio.
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Integrated Statutory Financial
Report Reports Statements
Company Profile
Bringing new-age Values
mobility within reach

The US$ 37-billion* Tata Motors Group is a leading global
automobile manufacturer with many offerings across
Integrity
commercial, passenger and electric vehicles. We focus on
engineering and tech-enabled automotive solutions to bring
the future of mobility closer. The Company is pioneering India’s
Electric Vehicle transition and enjoys considerable advantage in
one of the fastest growing automotive markets in the world.
Teamwork
Accountability
Revenue mix for FY22 (%)
Jaguar Land Rover
1.6 0.9 Jaguar Land Rover is a global automotive
manufacturer of distinct British brands, Jaguar and
Land Rover. Jaguar Land Rover is reimagining these
11.3 67.4 brands in a world of modern luxury by design, with
Customer focus sustainability and quality at their heart. Through this
strategy, Jaguar Land Rover aims to become the
18.8 creator of the world’s most desirable luxury vehicles
and services, for the most discerning of customers.
Tata Motors Limited Mission
Tata Motors is India’s largest selling
commercial vehicle manufacturer We innovate mobility solutions with Tata Motors Finance
and is amongst the top three in the passion to enhance the quality of life Tata Motors Finance Limited (TMFL) and Tata
passenger vehicles market. Our Motors Finance Solutions Limited (TMFSL) are Non-
Speed Banking Financial Companies (NBFCs). They are
operations span across India, the Vision
UK, South Korea and South Africa the subsidiaries of TMF Holdings Limited (TMFHL).
with network of 86 subsidiaries, 10 By FY24, we aim to become the most TMFHL is a 100% subsidiary of Tata Motors and
associate companies, 4 joint ventures aspirational Indian automotive brand, a Core Investment Company (CIC). TMFL facilitates
Jaguar Land Rover
and 2 joint operations as on consistently winning, by: new vehicle financing. TMFSL undertakes the
Tata Commercial Vehicles
March 31, 2022. dealer/vendor financing business and the used
• Delivering superior financial returns Tata Passenger Vehicles
vehicle refinance/repurchase business.
• Driving sustainable mobility solutions Vehicle Financing
Others
• Exceeding customer expectations, and Excellence
* Based on FY22 revenues • Creating a highly engaged work force
8 Integrated Report 2021-22 9

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Our presence
Global footprint,
5
Manufacturing
facilities
localised value
3
R&D/engineering
and design centres
57,193
Tata Motors Group is present in over Vehicles sold
125 countries, with a worldwide network `33,229 crore

Revenue
comprising over 9,000 touch points.
North
America
UK
Europe
North America
1
R&D/engineering China
and design centre
79,350
Vehicles sold India
1
`45,513 crore Joint manufacturing
Revenue facility
94,884*
Vehicles sold
`42,759 crore
Revenue
*including CJLR
2 10
Manufacturing Manufacturing
facilities faciliaties
1 2
R&D/engineering R&D/engineering
and design centre and design centres
65,161 6,94,159
Vehicles sold Vehicles sold
`32,612 crore `80,795 crore

Revenue
Revenue

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Product Portfolio
Product innovation
SCV & PICKUP
Intra Ace Yodha
accelerating growth Meeting the demanding and ever-

evolving requirements of the SCV
Tata Ace has grown into being the
most successful Indian commercial
Available in both, single cab and
crew cabin variants with 4x2 and
industry. Tata INTRA promises to vehicle of all times over last 16 years. 4x4 drive options, and with varied
Our wide range of product offerings extend across Commercial Vehicles and deliver superior performance, Now available in all powertrain payload options of 1200 kg, 1500
increased payload capacity, high fuel variants – viz. petrol, diesel, kg and 1700 kg, the Yodha Pickup
Passenger Vehicles. In FY22, we stepped up on our product launches with exciting efficiency and durability CNG and EV. range is built to seamlessly fit
variants that focused on sustainable mobility solutions. Among these, the notable across multiple applications.
product launches include Tata 407 CNG, ACE petrol DX, ACE EV, Tata Punch, New
Tigor EV, Nexon EV Max, New RR and New RR sport.
Tata Motors Limited

CV product range
M&HCV ILCV BUSES AND VANS
Signa Ultra
Magic Ambulance Winger
Signa range of Medium & Heavy Tata Ultra T.6 is India’s first
commercial trucks offers Trust and International-standard Sleek Cabin, The compact dimensions of the Offering cargo and passenger
Reliability, adding sizeable value measuring 1900mm in width vehicle enables easy maneuverability mobility solutions, a perfect
to customers' business with a and is designed and developed on Indian roads, resulting in combination of ruggedness, comfort,
safe, comfortable, for Indian roads, redefining the speedy movement of patients safety and style, characterised by
aesthetically transportation industry. requiring emergency high levels of
enhanced and value- care, thereby saving lives. performance and
for-money solution. It is designed to provide low operating cost.
sufficient space,
safety and comfort.
Prima Tata 407

Star Bus Ultra EV
Prima is the premium Tipper Backed by a strong 35-year legacy on
and Tractor range of Trucks for the roads of India. It is also available Offers excellent seating comfort The Range of Electric Buses come in
transportation of with the CNG option. with wider seats, armrest, mobile 12 m and 9 m configuration designed
heavy loads, goods chargers, more leg space, reclining for urban transportation needs. With
and construction seats, improved suspension and zero-emission offers cleaner mass
materials. The brand reduced NVH mobility solution.
offers pride, prestige (Noise, Vibration &
and prosperity for Harshness), making
owners and it convenient and
significantly comfortable for
accelerates their its passengers. It
business growth is available in all
while maximising powertrain options.
returns.

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Product Portfolio
PV product range EV product range

Tiago Tigor Altroz Tigor EV Xpres-T EV Nexon EV
Tiago is the safest car in its segment. Tigor boasts stylish coupe design, An electric sedan for personal Suitable for fleets, exceptionally Best-in-class pickup and speed,
Laser-cut sharpness, athletic stance
Premium exterior and exciting luxurious sedan stance and spacious segment consumers, now with an low TCO, optimal battery size with connected mobility with 35
and sleek profile defines the exterior
interiors makes it one of the coolest cabin. It is available in 3 powertrain extended range of 306 km, certified fast charging connected car features offering
of Altroz. On the interiors, Altroz
hatch in the market options: Petrol, CNG and EV by ARAI certified range up to 312 kms
amazes with modern, intelligent and
tastefully crafted interiors
Punch Nexon Nexon EV Max

Tata Punch is a power packed With next level design, Next Level
Equipped with a 40.5 kWh lithium-
sub-compact SUV, with bold and performance, safety,
ion battery pack, the Nexon EV Max
stunning design, premium and technology and comfort
offers 33% higher battery capacity,
spacious interiors. Tata Punch Nexon is the highest
delivering ARAI certified range of 437
offers the agility of a selling SUV in India
km, which ensures uninterrupted
hatchback and all key
inter-city travel
capabilities of a
true SUV
Harrier Safari
Harrier, engineered on the Omega The all-new Safari, in its

Arc which is derived on Land Rover’s new avatar, is a potent
legendary platform, is a perfect combination of power and
combination of stunning design elegant sophistication and has
and performance evolved to satisfy the new-age
SUV customers

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Product Portfolio
Jaguar Land Rover
Jaguar Land Rover
Jaguar F-PACE Jaguar E-PACE The New Range Rover The New Range Rover Sport
Comes with an assertive new exterior, Jaguar’s first compact SUV is a The New Range Rover leads With dynamic design and exclusive details, the
beautifully crafted all-new interior, unique combination of looks, agility by example with breath-taking New Range Rover Sport redefines sporting luxury.
latest generation Pivi Pro infotainment and dynamic driving modernity, peerless refinement and Delivering dynamic sporting performance and
leading Land Rover capability refinement for those who go above and beyond
Type: ICE, PHEV, MHEV Type: ICE, PHEV
Type: MHEV, PHEV, ICE Type: MHEV, PHEV, ICE
Jaguar I-PACE Jaguar F-TYPE Range Rover Velar Range Rover Evoque
Jaguar's first all-electric performance New F-TYPE is the definitive Jaguar sports The dramatic, versatile Range Rover. The compact urban Range Rover for the
SUV. Spacious, beautifully detailed and car and continues to set the benchmark Velar leads the way in progressive city and beyond. Its coupé-like silhouette
with technology seamlessly integrated, for design purity, driver engagement design with confidence, individuality and modern luxury interior make a
offering range up to 470km (292 miles) and reward, and a truly visceral and elegance statement anywhere
WLTP cycle driving experience
Type: MHEV, PHEV, ICE Type: MHEV, PHEV, ICE
Type: BEV Type: ICE
Jaguar XE Jaguar XF New Discovery Discovery Sport Defender
The versatile full-size SUV with A versatile compact SUV that ensures
XE is a dynamic, exciting newcomer. XF’s assertive design stands out The most capable Land Rover.
space and practicality. It’s ready for a confident drive on or off-road
It’s also our most advanced, efficient from the crowd. An unrivalled Featuring our toughest materials yet
adventures with up to seven people
and refined compact sports saloon combination of comfort, refinement Type: MHEV, PHEV, ICE and tested to its very limits, Defender
ever. With five models, find your blend and performance – XF is a dynamic Type: MHEV, ICE is designed for optimum durability
of performance and luxury luxury business saloon
Type: MHEV, PHEV, ICE
Type: MHEV, ICE Type: MHEV, ICE

Performance
Review
Our resilient performance
during challenging times, robust
demand and order book,
and growing traction in
emerging segments have paved
the way for exciting times ahead.
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Chairman’s Message
Emerging stronger segments. Our “Reimagine PV” strategy to rejuvenate the

front-end sales system, dealership network and customer
Looking beyond the near-term challenges outlined
above, Jaguar Land Rover is in a strong position with a
Tata Motors Group is now operating as three experience, is delivering excellent results. PV recorded its portfolio of attractive premium luxury products, a healthy
highest ever domestic annual sales of 3,70,354 units in customer order bank, low break-evens, and the right future
independent business units of Commercial Vehicles, FY22. Overall domestic market share increased to 12.1% ready strategy to support its distinctive and renowned
Passenger Vehicles and Jaguar Land Rover, offering (+390 bps vs FY21) and further to 13.4% in Q4 FY22. British brands in a rapidly changing legislative and
The Passenger Vehicles segment grew volumes by 67%, commercial landscape.
differentiated value propositions to their different revenues by 90% and EBIT margins improved by 750 bps
customer segments whilst leveraging backend and with positive free cash flows in FY22. In Electric Vehicles, Sustainability: Our roadmap to Net Zero
new records were set every quarter to register the highest
corporate synergies where possible. ever annual EV sales of 19,105 units in FY22 (up 353% vs
The shift to sustainable mobility is irreversible and the
Tata Motors Group will be amongst the leaders of green
FY21) with penetrations touching 7.4% by Q4 FY22. mobility globally as we target Net Zero emissions (Scope 1,
Mr. N Chandrasekaran
During FY22, we operationalised two subsidiaries: Tata 2 and 3) by 2039 for Jaguar Land Rover 2040 for PVs and
Chairman and Non-executive Director
Motors Passenger Vehicles Ltd to focus on passenger 2045 for CV and actions are already underway to deliver
vehicles powered by IC engines and Tata Passenger the same.
Electric Mobility Limited to focus on accelerating the Jaguar Land Rover: The Jaguar brand will become fully
passenger EV business and its enabling ecosystem. We electric by 2025 and Land Rover shall have 6 BEVs by
Dear Shareholders, Despite the margins being impacted by supply chain issues entered into a definitive agreement with TPG Rise Climate 2026. 60% of Jaguar Land Rover’s volumes will be pure
and runaway commodity inflation, our India business for them to invest `7,500 crore ($1.0B) in the passenger BEV vehicles by 2030.
It is my privilege to write to you to present the ended with strong free cash flows of `1,879 crore. We are EV business to secure a 11% - 15% shareholding in
Annual Report for FY22. I hope this letter finds you committed to restoring the profitability of this business as it this business. Passenger Vehicles: In India, EV penetration in our
in good health. returns to competitive growth and inflation stabilises. portfolio is likely to increase further to 25% in 5 years from
Jaguar Land Rover: Jaguar Land Rover has embarked 7.4% as of Q4 FY22. By 2025 Tata Motors will have 10 EVs.
Recent history has been relentless with the global Tata Motors Group is now operating as three independent on the “Reimagine” journey to embrace an “electric The unveil of the long range “Nexon EV Max”, showcase
pandemic, military conflict, growing inequality, supply business units of Commercial Vehicles, Passenger Vehicles future” and transform into a digitally-savvy, modern luxury of “CURVV” Electric SUV concept and the unveil of the
chain shortages and more. Decades of experience has and Jaguar Land Rover, offering differentiated value business delivering strong financial results. “AVINYA” concept, a pure EV based on GEN3 architecture,
been squeezed into two dizzying years. Businesses have propositions to their different customer segments whilst show the exciting possibilities ahead of us.
During the year, we saw the successful global launch of
had to cope with this unprecedented sequence of events leveraging backend and corporate synergies where possible.
the award-winning New Range Rover, while customer Commercial Vehicles: We launched ACE EV, the last mile
with speed and agility. While these changes have had This has made Tata Motors lean, nimble and customer
deliveries of the Land Rover Defender continued across 94 connectivity vehicle that garnered 39,000 orders on the
a serious impact on businesses and communities, they centric. Each of these businesses are self-sustaining which
markets, with 107,208 units sold by the end of FY22. day of the launch from marquee e-commerce customers.
have also accelerated some important trends for the gives me the confidence that we will get to near zero net
future viz. i) Energy transition – irreversible move to green automotive debt by FY24. The global shortage of semiconductors had a “Tata UniEVerse”: As a Tata Group, we will proactively
mobility, ii) Supply Chain Transition – rebalancing of supply disproportionately adverse impact on Jaguar Land Rover’s set up the charging infrastructure across the country. The
Commercial Vehicles: In Commercial Vehicles, our
chains to become resilient, iii) Digital transition – Artificial production and sales compared to our competitors. Group is also actively exploring partnerships in battery
offerings of smart, future ready mobility solutions with
Intelligence and Machine Learning becoming mainstream Even though we took various steps to address the issue, cell manufacturing in India and Europe to secure our EV
the lowest TCO (Total Cost of Ownership) have been well
and iv) Talent transition – coming of age of the Talent the situation continues to remain challenging. This is a supply chain.
received. We launched over 80 new products and 120
Cloud – a diverse, inclusive, global talent pool that can be key issue facing Jaguar Land Rover and we are working
variants across segments, to cater to the evolving needs of In summary: Tata Motors is taking concerted actions to
accessed remotely. assiduously to address the same during FY23. This should
seamless cargo and people transport across sub segments be future ready and create a virtuous cycle of growth and
aid a gradual recovery in performance through the year.
FY22 was a busy year for your Company as it navigated and applications. We gained domestic market share in all returns for our shareholders. I would like to welcome you
these challenges to successfully strengthen the segments vs FY21 – M&HCV to 58.2% (+10 bps), ILCV to The Company delivered a resilient performance during the on this journey. While the near-term outlook is fluid with
fundamentals of the business. Global wholesales increased 49.0% (+310 bps), Buses and Vans to 44.8% (+420 bps) year despite a fall in revenues by reducing its breakeven multiple challenges that I outlined above, the business
by 20% to 1,086,734 vehicles and revenues stood at and turned around SCV to 39.1% (+160 bps), to record a to 320,000 units. While production and sales remained is taking the right actions to navigate them, and I am
`278,454 crore, 11.5% higher as compared to FY21. EBIT consolidated 44.9% (+250 bps). The Commercial Vehicles significantly constrained, the business continued to see confident that we will emerge stronger.
margin stood at 0.7%, 190 bps lower as compared to FY21 segment volumes grew by 37% in FY22, revenues grew strong demand for its products, with global retail orders at
due to impact of commodity inflation and semiconductor by 58%, while EBIT margins improved by modest 130 bps, record levels thanks to strong demand for Defender and I would like to take this opportunity to thank all our
shortages, although we saw a sequential recovery. affected by the sharp commodity inflation. New Range Rover. employees for their immense contributions in these trying
times. I would also like to thank you shareholders for your
Free cash flow (automotive) in the year was negative at Passenger and Electric Vehicles: The Passenger Vehicles Revenue fell 7% to £18.3 billion, whilst the Company's continued trust and support.
`9,472 crore (as compared to positive `5,317 crore in FY21), segment was once again the standout performer during EBIT margins fell to negative 0.4 %, with lower volumes
primarily due to adverse working capital. The business the year. Preference for our ‘New Forever’ range of vehicles impacting working capital in the first half of the financial
showed strong sequential recovery with positive free cash continues to rise and we introduced over 25 new products year resulting in a free cash outflow of £1.2 billion. Best regards,
flow (automotive) of `11,916 crore in H2 of FY22. and variants to lead in the fastest growing market Retail sales declined 14% for the year. N Chandrasekaran

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Tata Motors ED’s Message
We are future-ready Given the global challenge

Being the industry leader, Tata Motors of ‘Climate change’, as
spearheaded the CV growth to gain a higher responsible corporates,
market share in each of the four segments- Tata Motors has outlined its
645 EV buses running across 9 cities, with a cumulative
M&HCV, I&LCV, SCV & Buses. While the running of more than 36 Mn kms. The recent launch of Sustainability strategy and a
domestic CV industry grew by 26%, Tata the Tata Ace EV marks a huge leap forward in e-cargo
definitive action plan towards
transportation. Going ahead, we are working with a
Motors CV domestic sales grew by 33%, clear roadmap of migration towards green mobility Net Zero. E-mobility and
gaining 250 bps market share vs last year. across prioritised segments in a phased manner.
The CV business has also taken small yet significant
usage of 100% renewable
Mr. Girish Wagh steps to develop capability in smart-city e-mobility via energy will be the initial
Executive Director a pay-per-use model, where we own, operate, maintain
e-buses. Tata Motors is already operating over 400 key steps towards carbon
buses under this model, with more than 95% uptime,
a favourable operating cost structure for STUs and footprint reduction
a superior travel experience for the commuters. To
Dear Shareholders, In FY22, the pandemic resurgence and the global enable flawless execution, Tata Motors is carving out a
shortage of semiconductors posed multiple challenges. separate subsidiary “TML Smart City Mobility Solutions
I hope this letter finds you in good health. Proactive adoption of a holistic ‘Business Agility Ltd.” which will help us build competitive advantage to Development of Registered Vehicle Scrapping Facilities
Plan’ enabled the business to protect the interests tap into the significant growth potential in this area. through a franchise model is being initiated to
FY22 was a turnaround year for the Indian Commercial
of the customers, dealers, and suppliers. To manage support Government’s intent and overall objectives of
Vehicle (CV) industry, which had been significantly The thrust on digitalisation gained pace on both
semiconductor shortages, our teams focused on circular economy.
impacted for the past few years due to the COVID-19 frontend and operations. The connected vehicle
developing innovative alternatives, validating, and
pandemic, changes in regulatory norms, liquidity crunch platform, Fleet Edge now has more than 200K In FY22, unprecedented commodity inflation
implementing them in record time to minimise the
and GDP slow down. All these had reduced CV volumes connected vehicles serving 85K+ customers. With impacted the CV business margins. Our teams have
impact on production. Agility and flexibility have
by as much as 50% from its peak of FY19 over the last E-Dukaan, we created an online marketplace responded to this challenge by accelerating and
been two clear themes that helped us grow ahead of
two fiscals. for spare parts. And, through the E-guru mobile intensifying cost reduction efforts, reviewing every
the industry.
application we made information sharing and lead- cost element and taking pricing actions, towards
The promising signs of growth in FY22 were, hence,
To fulfil the growing demand for more efficient and management simpler for the front-end sales staff. profitability improvement. Improving profitability is an
welcome, especially as they were broad-based and
greener mobility solutions, we introduced 80+ new Implementation of Industry 4.0 has been initiated across important priority.
supported by a set of strong fundamentals with a steady
models and 120+ variants for passenger and cargo manufacturing locations.
recovery in the economy, rising industrial and mining With most macro indicators turning positive, the road
transportation catering to varied duty cycles and special
activity, higher infrastructure spending, buoyancy in The greatest asset of a company is its people, and ahead looks promising despite near term challenges
applications. It is heartening to see that the new BSVI
e-commerce, resilient agriculture, reopening of offices therefore Tata Motors’ human resource strategy has of fuel price inflation, increased interest rates and
range of products are leading the market by delivering
and schools as well as marked improvements in been centred on talent, capability and culture. People commodity inflation that would need to be navigated.
best-in-class operating economics, superior comfort and
consumer sentiment. policies and practices have been revisited to hire, retain However, Tata Motors is well prepared for it, and I am
convenience, and enhanced connectivity.
and engage the best talent; we are investing to enhance confident that the business will continue to strengthen
Being the industry leader, Tata Motors spearheaded
The CV business added 130+ sales and 370+ service capability of workforce across levels in domains related and be future-ready in line with its strategy to “Win
the CV growth to gain a higher market share in each
touchpoints across the country to serve its customers to ‘Connected, Electric, Shared and Safe’ (CESS), which Decisively”.
of the four segments-M&HCV, I&LCV, SCV & Buses.
better. With the introduction of smaller format sales are shaping auto industry. We, at Tata Motors, have also
While the domestic CV industry grew by 26%, Tata
and service outlets (SCV micro dealers, and container co-created the culture credo ‘More When One’ which I take this opportunity to acknowledge the contributions
Motors CV domestic sales grew by 33%, gaining 250
workshops) and digitally-enabled feet-on-street (Tata embodies our resolve to Be Bold, Own It, Solve Together of the team members, channel partners and supplier
bps market share vs last year. This is the result of
Gramin Mitra and Local Mechanics) the Company is and Be Empathetic in everything we do partners. Their achievements, collectively and
focused turnaround efforts over the last few years,
sharpening its rural outreach. individually, amidst tough times make me proud. I also
towards strengthening the fundamentals–superior Joining the global efforts to address climate change,
take this opportunity to thank you for your continuing
products, revamped sales and service capabilities, The CV electrification journey started with intracity Tata Motors has outlined its sustainability strategy and
interest, commitment and support to Tata Motors.
agile operations, a resilient supply chain and public transport, encouraged by the Government’s a definitive action plan towards Net Zero. E-mobility
performance culture with a capable and engaged push via the FAME incentives. Today, Tata Motors has and usage of 100% renewable energy will be the
employee base. established a countrywide presence with more than initial key steps towards carbon footprint reduction. Best regards,
Girish Wagh
6-107 108-231 232-458
TMPV and TPEM MD’s Message
A record- As we come back to

normalcy, Industry is
breaking year projected to grow and
might reach closer or even
FY22 has been a record-breaking year
surpass the peak that was
for Tata Motors’ PV and EV business. This
achieved. Tata Motors’
was achieved despite the challenging
external environment.
on improvement of in-house and supplier quality with team is focused on further
new initiatives such as ‘L1-L2-L3’ level actions in value
chain, ‘Built in Quality’, “Project Samrpit”, the product strengthening its market
Mr. Shailesh Chandra quality measures of 3MIS, 6MIS and 12MIS (Month in
Managing Director - TMPV & TPEM Service) have improved significantly. position, competitiveness,
Expeditious ramping up of supply to meet the demand and brand position
has been the key differentiator for the business over
last two years. Business faced multiple headwinds in the market
which include shortage of electronic components
Dear Shareholders, In the Cars segment, the portfolio was strengthened
owing to semiconductor shortage, steep rise in prices
with a unique value proposition of having multiple
of commodities such as steel and precious metal,
FY22 has been yet another challenging year for the powertrain options–Petrol, CNG for Tiago and Petrol,
intermittent halting of supplier operations in multiple
Passenger Vehicle industry. Returning to the growth CNG and Electric for Tigor. On the back of such a
COVID-19 waves and higher absenteeism owing to improve. Second is readying the Company for future
track in FY22 after two years of decline, the industry comprehensive range of options, Tigor sales are at the
COVID-19 infection. Not only did we overcome these competitiveness. This would include new product
wholesale grew by just 13% vis-à-vis FY21 and retails highest ever in its history, since 5 years of its launch.
challenges but we also completed the huge task of technologies, electrification, digital transformation and
remained flat vis-à-vis FY21. Post the strong recovery in EV business continues to grow by leaps and bounds capacity expansion across all our manufacturing sites to architecture innovations that enable us to leapfrog.
Q4 FY21, growth was impacted in Q1 FY22 owing to the and has consolidated the market position with a market support the massive work done on the demand creation Third is expanding our capacities to meet the rising
second wave of COVID. Q2 onwards, demand recovered, share of 87% in FY22. On the back of strong product line side. In addition, strong cost reduction effort through an demand. We are operating at a utilisation levels which
however semiconductor unavailability, sharp rise in up and increasing demand from both personal and fleet institutionalised process allowed business to increase are highest in the last decade; however, we need to
commodity prices, geopolitical tensions restricted the segments, EV sales volumes have increased by more the contribution margin in a phase where commodity reduce operational wastes, enhance productivity and
industry from unleashing the full growth potential. than 350% to 19,105 units vis-à-vis FY21. prices increased significantly. All these efforts have been stabilise our operations for consistency and quality. We
At Tata Motors, FY22 has been a record-breaking year for recognised by the industry as we received the 'Best also need to enhance our capacities to fully leverage the
While products have been at the centre of our growth,
the PV and EV business. This was achieved despite the Manufacturer of the Year' in the top industry awards. strong demand generation as we expand our portfolio
several other measures were undertaken to unlock
challenging external environment. The business staged in electric vehicles and new models in ICE. Fourth is
the growth potential. Focused, digital-led global and The sheer commitment of the team to “make it happen,
a strong delivery for the second consecutive year and to continue focus on profitability enhancement and
hyperlocal marketing initiatives were undertaken to come what may” has enabled the business to scale
posted an industry beating growth of more than 65%. cash generation actions. This has been driven in the
improve the share of voice which resulted in NPS score newer heights.
The PV and EV business was able to achieve life time high Company as a key culture change for the past few years
improvement from 28 to 35 between FY20 and FY22.
on key metrices of volumes, revenue, EBITDA and FCF. As we return to normalcy, the industry is projected and we shall strengthen this even further. Finally, and
Health of channel partners was improved with a mix of
to grow and might reach closer or even surpass most importantly, we are committed to building a safe
Excellent response received for our “New Forever” policy changes, meticulous demand supply coordination
the peak that was achieved. Tata Motors’ team is working environment for all our employees.
range has been the backbone of our success. All the and disciplined working capital management. As a
focused on further strengthening its market position,
products have performed equally well to help business result, almost 100% of the channel partners are now We are geared up for the exciting future ahead. The
competitiveness, and brand position in the market. We
achieve market beating growth. Business achieved profitable. In addition, network optimisation exercise opportunity is NOW and on behalf of the team, I assure
have clearly defined key thrust areas to continue the
multiple milestones such as surpassing highest ever ensured presence in key markets and in high demand you that both your companies, TMPV and TPEM will
growth momentum. The first of these includes, driving
yearly sales, becoming the # number 1 SUV brand in H2 zones. Concrete actions to improve customer experience scale newer heights in the years to come.
superior customer experience through “Reimagining2.0”
with Nexon being crowned as the highest sold SUV for resulted in significant improvement in sales and service
initiatives across front end. While our effort in the past
the year, establishing leadership in High SUV segment complaints per thousand vehicles (CPTV) scores.
year has helped us in reducing complaints per thousand Best regards,
with Harrier and Safari and establishing Punch as a Improvement in product quality has been one of the
vehicles and turnaround time, we continue to strive to Shailesh Chandra
successful 10,000 units per month brand. focus areas for last two years. Owing to continued thrust

6-107 108-231 232-458
Jaguar Land Rover CEO’s Message
Reimagining
sustainable future
FY22 has been a year of foundational delivery
against our ‘Reimagine’ strategy - our By the end of March 2022, we had Thomas Müller, our new Executive Director of
Product Engineering, brings invaluable insight in agile
roadmap to accelerate our transformation into received more than 45,500 customer principles, advanced driver assistance systems and
a Modern Luxury business, with its supporting autonomous driving.
orders for the New Range Rover.
transformation plan, ‘Refocus’. We are ready to Reimagine also sees us collaborating with leaders in
do more and go faster. Alongside sustained, significant their fields. I was delighted to announce a partnership
with NVIDIA - the world leader in artificial intelligence,
demand for the Land Rover Defender, computing, connected car services, and automated
Mr. Thierry Bolloré this made a record order book during and autonomous driving systems. Together, we can
Non-executive Director accelerate our in-vehicle software strategy, delivering
the year, and of course we expect Modern Luxury experiences and enabling a true
leapfrog in automotive technology.
demand to remain very strong
As we transform our business, at pace and amid intense
external pressures, I am deeply proud of the resilience,
Dear Shareholders, Despite the uncertain environment, I have been
energy and unity of our people.
tremendously encouraged by our achievements of the
FY22 has been a year of foundational delivery against past 12 months. that have delivered a return of over £300 million value to Thanks to their commitment, as well as to our growing
our ‘Reimagine’ strategy - our roadmap to accelerate our business this fiscal year. ecosystem both within and beyond the Tata Group, we
We revealed two exceptional new models: New Range
our transformation into a Modern Luxury business, with have the ingredients to reimagine Jaguar Land Rover
Rover and most recently, the New Range Rover Sport. Refocus also drives our quality transformation, to realise
its supporting transformation plan, ‘Refocus’. We are and realise its unique potential.
Both embody modern luxury and have been loved by benchmark levels of customer satisfaction. We have
ready to do more and go faster. our customers around the world. seen positive impacts across all our key quality metrics,
This progress has been achieved in extraordinary reflected in improving positions for our brands and Best regards,
By the end of March 2022, we had received more than
circumstances, with our operations disrupted by the products in key customer surveys. Thierry Bolloré
45,500 customer orders for the New Range Rover.
ongoing effects of COVID-19 restrictions as well as the
Alongside sustained, significant demand for the Land New leadership appointments have strengthened our
industry-wide global semiconductor supply shortage.
Rover Defender, this made a record order book during executive team as we push to bring to life more of our
While the situation is gradually improving, and we can the year, and of course we expect demand to remain vision, sooner.
build more of the cars our customers are waiting for, the very strong.
repercussions on our results in FY22 are clear. François Dossa, appointed to the role of Executive
And as we work relentlessly on Jaguar’s Director, Strategy & Sustainability, will build our
We are monitoring the Ukraine/Russia conflict very renaissance as an all-electric Modern Luxury brand capabilities in sustainability, new mobility services and
closely. We have witnessed a rapidly developing from 2025, I can assure you that we are absolutely digitalisation, creating new opportunities in connectivity
humanitarian crisis in Ukraine and its neighbouring on track. and clean mobility, establishing control points on the
countries. Our primary concern remains for the new value chain and driving our strategy towards
Throughout FY22, we increased our capability as
wellbeing of our workforce, as well as those within our technology leadership.
an agile, fully data-driven, digital business with
extended network. I have been profoundly humbled
the creation of InDigital, a key pillar of our Refocus Lennard Hoornik joined as Chief Commercial Officer, to
by the compassionate response of colleagues across
transformation programme. Our 250 specialists head all our brand and product marketing and
our business, both directly helping individual families
focusing on analytics, data science, data engineering go-to-market strategy.
and supporting the ongoing work of the International
and automation have already supported initiatives
Federation of Red Cross and Red Crescent Societies.

6-107 108-231 232-458
Key performance highlights
Consolidating for future growth Consolidated

Non-Financial Metrics
Tata Motors JLR
FY22 was characterised by strong demand across all the business segments.
External headwinds in the form of semiconductor supply shortages and commodity Specific GHG
inflation impacted margins. With demand remaining strong, and as these (Scope 1 + 2) emissions
(tCO2 e/vehicle) - Tata Motors
headwinds ease, the business is poised for strong rebound.
16.9%
Consolidated Operational and Financial Metrics
FY22 0.49
Sales volume Revenue EBITDA margin Free Cash flow
(wholesale) (including CJLR) (` crore) (%) (automotive- post interest) FY21 0.59
(in units) (` crore) FY20 0.69
20.4% y-o-y growth 11.5% y-o-y growth 260 bps

Operational energy Scope 1 emissions Scope 2 emissions Water withdrawal (m3)
FY22 10,86,734 FY22 2,78,454 FY22 9.6 FY22 (9,472) consumption (MWh) (tCO2 e) (tCO2 e)
FY21 9,02,648 FY21 2,49,795 FY21 12.2 FY21 5,317
30.6% 0.14% 30.8% 2.2% 24.4% 12.70% 11.0% 24.1%
FY20 10,06,173 FY20 2,61,068 FY20 8.5 FY20 (12,676)
7,19,553 54,793 3,02,511 44,29,504
FY22 FY22 FY22 FY22
1,133,506 118,503 117,939 1,658,929
Jaguar Land Rover volumes Revenue growth lower compared Downward trend due to lower Free cash flow was negative
reduced by 16% in FY22 on to volume growth on account volumes in Jaguar Land in FY22 on account of adverse 5,50,899 41,882 2,43,125 39,91,290
FY21 FY21 FY21 FY21
account of supply chain issues, of lower Jaguar Land Rover Rover business and impact working capital of `9,650 crore 1,135,049 121,149 135,098 1,336,479
whereas volumes for CV and PV volumes. Overall, strong product of commodity inflation in CV due to lower production at Jaguar
business grew by 37% and 67% mix and price increases continued business, although showing Land Rover. The business showed 6,67,221 60,533 2,66,200 52,32,284
FY20 FY20 FY20
against the backdrop of recovery to support growth. sequential improvement strong sequential recovery 1,358,225 148,753 157,316 FY20 1,720,965
of CV industry volumes and quarter-on-quarter during the with positive free cash flow
strong demand for products. course of FY22. (automotive) of `11,916 crore in Jaguar Land Rover Includes purchased gas, electricity and steam Optimising consumption through
the second-half of the year. monitoring, eliminating losses
Optimising energy consumption in operations through selection of energy efficient technology and
equipment, driving energy conservation in a planned and budgeted manner and mitigating Scope 2 GHG and process optimisation. Offset
Net auto debt emissions through adoption of renewable power. Jaguar Land Rover has committed to approved science- fresh water by effluent re-cycling
based targets as part of its carbon reduction strategy and is working to reduce absolute emissions by and rainwater harvesting and
(including leases) facilitating ground water re-
leveraging advanced technologies.
(` crore) charge within and outside plants.
FY22 48,679 Operational waste Patents granted Ratio of female employees Lives impacted through
FY21 40,876
Key factors improving FY22 performance (MT) (Nos.) to total employees (%) CSR initiatives (Nos.) -
Tata Motors
FY20 48,282 Highest ever sales in history of PV business,
improved mix and pricing for CV business, 26.9% 8.6% 29.1% 29.8% 100 bps 81 bps 4.4%
Net auto debt increased by
`7,803 crore primarily on favourable mix and VME for Jaguar Land Rover. FY22
1,38,876
FY22
56
FY22
6.5 FY22 7,91,298
account of working capital 30,008 455 18.3
FY21 7,58,053
impact of `9,650 crore. This is
expected to reverse as Key factors affecting FY22 performance FY21
1,89,967
27,638
FY21
79
648
FY21
5.5
17.49 FY20 7,63,600
Jaguar Land Rover volumes
Semiconductor supply shortages, commodity 1,13,899 178 5.8
start picking up. FY20 FY20 FY20
inflation and higher costs primarily on account of 37,043 695 16.5
Jaguar Land Rover driving Focused action on Implemented CSR programmes
lower capitalisation at Jaguar Land Rover. Manufacturing facilities follow the
waste management hierarchy of ‘Patent-500’ targeting an increase Inclusion & Diversity pillars pan India and established
elimination, reduction, re-use, in patent filings to 500 per year across manufacturing, horizontal linkages to bring in
re-cycle, energy recovery and by FY25. R&D, and support functions. synergy and technology to upscale
safe disposal. engagement and effectiveness.

6-107 108-231 232-458
Consolidating for future growth

We are now sharply focused on building future capabilities for
transformation to clean mobility.
Commercial Vehicles
Delivered strong turnaround • Expedited digitalisation journey: Awards and recognition
performance Upgrade Fleet Edge, connected
• Won Apollo CV manufacturer of
• CV business delivered Industry vehicle platform. Launched
the year for 4th consecutive year.
leading volume growth. E-Dukaan, online spare
Other awards won include:
e-marketplace.
• Improved market share by +250 – Apollo CV awards 2022 - Man
bps while also gaining across all • Strengthened play in EV buses
of the year - Mr. Girish Wagh.
four segments. through an own maintain and
operate model offered at a – Apollo CV awards 2022 - Pick
• Consistently continued to grow up of the year - Yodha 4X4.
per-km rate.
Spare and Service penetration.
Tata Daewoo CVs • Tata Motors also won the CII
Products Customer Obsession Apex award
• Successful deployment of
• Continued to enhance for 4th consecutive year.
turnaround initiatives delivering
competitiveness of products and • Tata Motors E-Dukaan Won the
positive PBT for last 6 quarters.
introduced 80+ products, 120
variants in FY22. • Delivered +84.4% volume growth
Golden Peacock Award 2021 in
the category Innovative Product/
Passenger Vehicles
in FY22 vs FY21, driven by share
Service.
Future ready gain in MHCV and product range PV subsidiarisation • Launched Altroz DCA, offering • Manufacturer of the year award
expansion into LCVs. • PV business subsidiarisation seamless drive experience at Auto Car and Car India awards.
• Enhanced our sales and
completed and Tata Motors to customers. • Won several awards at Car and
service reach further with
130+ sales and 370+ service Passenger Vehicles Limited • Launched exciting variants Bike awards including, Entry
touchpoints, respectively. (TMPV) became operational from including dark range of vehicles, car of the year, Best innovation
January 1, 2022. Kaziranga range of SUV’s, Tiago campaign, Manufacturer of the
• Subsidiarisation of the PV business NRG and Safari Gold. year, Viewers' choice EV of the
enables the realisation of its full year and Design of the year.
potential with mutually beneficial Strong turnaround
strategic alliances and better • Passenger vehicles witnessed • Mr. Shailesh Chandra won various
access to products, architectures, highest annual sales and revenue awards, including -
powertrains, new-age technologies since its inception. – 'Man of the Year' by Autocar
and capital. • Strong market share Professional
improvement, ending with market – 'Automobile CEO of the Year’
Product launches share of 13.4% in Q4 FY22. by Top Gear
Stepped up NEW FOREVER • Strong improvement in margins
portfolio in FY22 – ‘Business Leader of the Year’
and business delivered positive
• Launched Tata Punch, sub- by Car and Bike
EBIT margin in Q4 FY22, way
compact SUV with bold and ahead of our targets.
stunning design, premium and • Mr. Shailesh Chandra is also
spacious interiors. nominated for the prestigious
Awards and recognition
‘World Car Person of the Year
• Introduced advanced iCNG • Received more than 20 awards 2022’.
technology in Tiago and Tigor. and accolades during FY22.

6-107 108-231 232-458
Jaguar Land Rover

Product launches Reimagine strategy and moving • Partnered exclusively with BNP
• In FY22, Jaguar Land Rover towards sustainability Paribas, to broaden competitive
introduced the New Range • Year of foundational delivery, automotive financing with new,
Rover, as the embodiment of against our ‘Reimagine’ strategy. innovative services across nine
modern luxury, with breath-taking • The new product launches European markets.
modernity to its exterior and a embody philosophy that will be
highly sophisticated, reductive embedded across our products Awards and recognition
interior with an intuitive approach and our customer experience. • Jaguar Land Rover took 1 st
to relevant technology. place in the J.D. Power US APEAL
• Refocus programme continues
• Recently, launched Range Rover to deliver value, achieving £1.5 study and was most improved in
Sport - the third generation of billion of savings in the year, the recent J.D. Power US Initial
Land Rover’s luxury performance beating target of £1.0 billion. Quality Study.
SUV is the most desirable, • Land Rover defender won World
• We have defined and committed
technologically advanced and Car design of the year award at
to CO2e reduction targets by
capable yet, mixing an imposing World Car Awards in April 2021.
2030, which have been validated
road presence with instinctive
by the Science Based Targets • Won 3 awards at What Car?
driving responses using the most
initiative (SBTi), aligning the Awards in January 2022 - What
advanced combination of chassis
business to the 1.5-degree celsius Car? Car of the Year (2022):
technologies ever fitted to a
emissions reduction set out by the Reader Award, Best Large Off-
Land Rover.
Paris Agreement. Roader, Best Interior
Strong demand • Jaguar I-Pace won 'Best New Car'
Strategic alliances award at Auto Trader Awards in
Despite sales being impacted due to
• Formed a multi-year strategic May 2021.
semiconductor issues, we witnessed
partnership with NVIDIA, the
strong growth in our order bank and
leader in artificial intelligence (AI)
Electric Vehicles cancellations were negligible. Our
order bank grew through the year
and computing, to jointly develop
and deliver next-generation
to reach 168,471 units as on March
Formation of TPEM and Product launches Strengthening the lead automated driving systems along
31, 2022 including 45,584 orders for
fund raise with AI-enabled services and
Expanded our product portfolio in Our annual EV sales touched the New Range Rover and 40,618
experiences for its customers.
• Tata Passenger Electric Mobility FY22. Launched new Tigor EV with 19,105 units, a growth of 353% for Defender.
Limited (TPEM) was incorporated an extended range of 306 kms. vs FY21. Improved our market
with a focus to channelise Launched Xpres-T EV with two range share in EV segment to 87% in
the future investments into options: 162km and 213km to meet FY22, while Q4 FY22 market
electric vehicles, dedicated the requirement of fleet consumers. share stood at 94%.
BEV platforms, advanced Recently launched Nexon EV Max,
automotive technologies and with 33% higher battery capacity and Awards and recognition
catalyse investments in charging ARAI certified range of 437 kms. • Tata Nexon EV won Readers
infrastructure and battery Electric Vehicle of the Year
technologies. Announced Future concepts Award at ThrustZone.com
investment targets in excess of • Showcased our Electric SUV Automotive Awards.
$2B (` >16KCr) over next 5 years. Concept – CURVV. A GEN 2 • Tigor EV won award at
• Fund raise by TPG Rise Climate EV, conceptualised to offer various forum, including Car
along with co-investors for `7,500 practicality and elegance, & bike awards, Flywheel
crore in compulsory convertible whilst exuding dynamism and awards, Motoroctane
instruments to secure between unmatched road presence. Awards, etc.
11% to 15% stake translating • Unveiled the AVINYA Concept –
to an equity valuation of up to an expression of the Company’s
$9.1 bn. First tranche of `3,750 vision of a pure electric vehicle,
crore received. based on GEN 3 architecture.

BUSINESS SEGMENTS
This section represents the details provided on
consolidated segment level. The operating segment
comprise of automotive segment and others.
In automotive segment, details have been
presented for entities basis four reportable sub-
segments as below
Tata Commercial Tata Passenger

Vehicles (Tata CV) Vehicles (Tata PV)*
Includes Tata Motors & Includes TMPV, TPEM,
subsidiaries TDCV, TDSC, TMETC, Trilix and Joint
TMML, TMSA, PTTMI and Operation FIAPL
Joint operation TCL
Tata Motors Group

Automotive Segment
Vehicle
Jaguar Financing
Land Rover (Tata Motors
Finance)
*The volumes and financial highlights of PV segment also includes EV business. A separate
section has also been provided on EV business to capture specific elements.
6-107 108-231 232-458

Financial Metrics Powertrain Mix (FY22) Reviewing FY22
(%) The Company has seen a spirited rebound in sales
Sales volume
Diesel Petrol CNG+EV after two straight years of falling demand and
(in units)
revenues. The comprehensive reopening of the
37.4% y-o-y growth economy and the unfurling of pent-up demand has
led to strong volume growth in the MHCV segment.
FY22 SCV & Tata Commercial Vehicles closed FY22 with its highest
3,67,490 MHCV ILCV pickup quarterly revenue since Q4 FY19 and grew market
FY21 2,67,513 shares in all segments. The SCV space witnessed very
FY20 consistent growth with increasing demand for last
3,47,587
mile connectivity. The business recorded a vigorous
100 60 40 62 20 18 37% volumes growth and 58% revenue growth, with
Revenue the new launches and range extensions bringing
(` crore) even greater buying choice to consumers. The higher
revenue growth was driven by improved product
57.9% y-o-y growth Buses
& Total mix, better realisations and pricing actions taken to
Vans mitigate the impact of commodity inflation. However,
FY22 52,287 profitability remained under pressure as severe
FY21 33,104 commodity inflation dented the margins. Operating
90 10 73 17 10 leverage from higher revenues drove near breakeven
FY20 36,329 EBIT margin in FY22.
Leadership through
EBIDTA
(%)
50 bps y-o-y growth 21 new CVs unveiled across all segments in one day
innovation and FY22 3.7 Extensive and comprehensive range of 21 new products and variants. Designed and
engineered to cater to the evolving needs of cargo and people transport across
customer-centricity
FY21 4.2
FY20 3.6 segments and applications, these state-of-the-art vehicles further enhance Tata Motors’
established ‘Power of 6’ benefit proposition to address specific usage and applications
FY22 was a turnaround year for Indian Commercial
EBIT while delivering higher productivity and lower total cost of ownership (TCO).
Vehicle industry after hiatus of two years, when it was (%)
deeply impacted by successive disruptions.
Our comprehensive ‘Business Agility Plan’ helped us navigate the key demand
130 bps y-o-y growth
FY22
7 MHCV 5 ILCV 4 SCV & Pickup 5 Buses & Vans
and supply challenges including supply chain issues and COVID-19 related 0.4
disruptions. CV business delivered industry-leading performance, gained market
New vehicles unveiled New vehicles unveiled for New vehicles unveiled New vehicles unveiled
FY21 (0.9)
share across all segments, improved sales and service penetration, achieved
offering superior features e-commerce servicing, to improve last-mile for enhanced comfort
industry leading revenue growth and strengthened performance on key FY20 (1.0) for richer performance designed for better delivery efficiency and and convenience of
customer facing metrics (brand NPS, customer satisfaction, dealer satisfaction).
on varied duty cycles and maneuverability and reduce operational cost passengers
lowest TCO faster turnaround
Domestic Market share – Winger Cargo – Winger 15S
– Signa 5530.S – Ultra T.18 SL – Ace Petrol CX cab – Starbus 4/12 LE
250 + bps vs FY21 – Signa 4623.S – 407G chassis – Starbus 2200
18.8%
– Signa 4625.S ESC – 709G CNG – Ace Gold Diesel+ – Cityride Prime
FY22 44.9
– Signa 4221.T – LPT 510 – Intra V30 High deck – Magna coach
FY21 42.4 – Signa 4021.S – Ultra T.6
FY20 43.0 – Signa 3118.T
– Prima 2830.K RMC
Percentage share of
consolidated revenues

6-107 108-231 232-458
Challenges faced Challenges faced

Erosion in margin due to Supply chain disruptions
inflation in commodity prices Shortage of semiconductor supplies and
Operating Commodity prices were volatile in FY22. Our

Commercial Vehicles business was severely
sudden increase in CNG demand has impacted
production ramp-up and fulfilment.
context
impacted by the inflation in steel, which
constitutes a significant component of our Response
raw materials. A systematic approach was undertaken to
Challenges faced reduce, re-stack, regroup, reuse, remix or
Response repurpose the electronic components to
Volatility due to The commodity price increase, especially steel manage the shortage, followed by daily
COVID uncertainties and precious metals, necessitated the Company monitoring and de-risking the identified
to pass on a part of it through an increase in price reduced parts list with levers such as direct
Uncertainty due to surge in cases of
of its products. Tata Motors Commercial Vehicle engagement with IC suppliers and strategic
COVID-19 Delta and Omicron waves
Linkage to Risk managed and capital impacted business has taken a price increase of ~2% every inventory buildup. We debottlenecked supplies
led to volatile demand and impacted
quarter in FY22; the increase varies based on of CNG cylinders with alternate source, and
sequential recovery. The authorities
the model and the variant of the vehicles. The rationalised the size of cylinders in the product
increasingly tightened and re- Operational Risk
Company has further strived to minimise the range. We are also closely monitoring fuel
deployed mobility restriction to curb
increase in the price by absorbing a certain portion system equipments and ECUs in SCVS and
the spread. Increasing infection rate
Capitals of the cost at various levels of manufacturing. Tata ILCVs to ramp up production. We continue our
also posed challenges on front line
Impacted: Motors continues the efforts to deliver the lowest actions on debottlenecking, specifically in two
to keep up the pace of activations
total cost of ownership for its customers and fleet areas, semiconductors for engine control units,
as well as maintaining continuity of
owners. We have also deployed a comprehensive and CNG components because of the increase
operations on back end. While the
margin improvement plan across all the levers to in CNG demand.
Delta wave had a significant impact
on the entire CV demand in Q1 FY22. ensure that we get back to the desired levels.
With increased vaccinations and
lower severity of Omicron wave, the Case study Linkage to Risk Managed and Capital impacted Linkage to Risk Managed and Capital impacted
third wave had limited impact.
Our BS VI success story Operational Risk Operational Risk
Response
Our approach of taking ‘Every regulatory change as an
We activated our business agility
opportunity to enhance value to customer and increase Capitals Capitals
plans and switched back to
competitiveness' helped us establish superiority of our Impacted: Impacted:
fortnightly production planning
BS VI range. Our BS VI range goes beyond mere regulatory
cycle to better manage the volatility
compliance and delivers enhanced value proposition for
in demand in these situations.
customers, either by improving total cost of ownership (TCO),
Production was advanced towards
or increasing the revenue earning potential, or upgraded
1st half of the month in anticipation of
connectivity features. We had unveiled the entire range of BS
continued surge of cases. To mitigate
VI trucks, buses and powertrains at Auto Expo 2020, and we
any loss of traction, we deployed
adopted the right technological choice using SCR technology.
efficient conversion focused digital
plan for lead generation, harnessing Our BS VI range is being well-accepted in the market, with
reach and engagement, through leadership on TCO, comfort & convenience and connectivity.
investment in search, programmatic Our increasing market share and repeat purchases are a
display advertising and lead testimony of this. We are committed to maintaining this
harvesting from affiliate side. The lead, on a continued basis, and also look for innovation
focus of digital plan is on enquiry opportunities to create segment defining and disruptive
generation, efficient conversion, and products, in a proactive manner.
going to the warm prospects through
Likewise, we are looking at the BS VI Phase II (Real Driving Capitals
intelligent placement of online
Emissions - RDE) regulations as an opportunity to enhance
advertisement. Field teams focused
and upgrade the product portfolio with technologies and
on prioritizing conversion of carryover
features that delight our customers.
pipeline through daily total quality
Financial Manufactured Intellectual Human Social and relationship Natural
pipeline monitoring and follow up.

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Driving efficiencies
We continue to work on optimising our input

costs through sustained efficiency improvement
actions across our value chain. We have been
working to institutionalise cost reduction
across the organisation, maturing towards
cost leadership. Our cost optimisation efforts
are pivoted to customer value addition, while
we critically review each cost element for
potential optimisation opportunity. As we
continue on this journey with a systematic
value management approach, we remain
focused to sustain the cost reduction benefits
and maintain breakeven point at lower levels.
We have embarked upon two transformational
initiatives, namely, Modularity and More
for less, to achieve world-class levels of
performance in New Product Introduction
and VMTs (Vehicle Module teams) have been
formed to institutionalise these initiatives.
Strategic Products Market development and customer experience

We have also deployed a comprehensive
margin improvement plan across all the levers
Review
to ensure that we get back to the desired
Accentuating our commitment towards the We continue with our focus on delivering enhanced value to margin levels.
evolving logistics industry and the needs of our our customers by bringing innovative solutions and enhancing
customers across various segments, we, at Tata customer satisfaction.
Win Decisively Motors, continue to enhance our comprehensive
Expand into new growth opportunities
• Go to Market Excellence: We have moved forward on
in CV range of commercial cargo and passenger
transport vehicles. Our approach has been to our agenda of revamping our frontend sales process and • Digitalisation: We will continue to aggressively
consider every regulatory change as a value continued to leverage the overall GTME process and worked pursue digitalisation across the value chain.
Looking beyond the to institutionalise and digitalise it for better customer We are improving the end-to-end customer
enhancement opportunity for the customers
short-term challenges, we acquisition and stakeholder engagement. journey for improved experience with Fleet
and thus, improve competitiveness. The BS VI
continue to focus on the Edge, connected vehicle platform, E-Dukaan,
range was designed, developed and delivered • Sampoorna Seva 2.0: We continue to reinforce Sampoorna
megatrends impacting the Bandhu, E-Guru applications and Industry 4.0.
in alignment with this approach of “beyond Seva 2.0, our bouquet of value-added added services to
CV industry. The aim is to practices. We are committed to move steadily
compliance”. Further, the focus continues on provide customer comfort and convenience. Delivering ‘Peace
strengthen our leadership and with agility in this area.
delivering best-in-class operating economics, of mind’ for the end customers, with enhanced productivity
position, leveraging new
superior comfort and convenience and enhanced and earnings. • Non-Vehicle and International businesses
growth areas in product
connectivity across our range. • Value Added Service offerings: We introduced industry- continue to be clear priority.
and services.
In FY22, we have introduced more than 80 first Uptime Guarantee and Fuel Economy management • We Strengthened play in EV buses through
Our strategic actions are program and increased service penetration while establishing own, maintain and operate model offered at
new products and 120 variants, including the
aligned to leverage the new benchmarks. a per-km rate. Operationalised 250+ electric
simultaneous launch of 21 products on a single
emerging opportunities and to buses in FY22. Cumulatively, operating 400
day in Oct 2021. The launches in FY22, included • Network: We continued to enhance our sales and service
counter the potential threats. e-buses under this vertical(340 BEST and
introduction of new CNG variants, gasoline (Bi- reach further and added 130+ new sales and 370+ new service
The future focal points include 60 AJL). Additional 100 buses at DTC (Delhi)
fuel), and extended range variants of existing touchpoints, respectively. The key differentiator has been the
products. The development efforts with LNG introduction of smaller touchpoint formats which are helping being deployed.
• Strengthening the
and bio-diesel formulation also continued. Tata Motors gain better market penetration, faster customer
core business
Going ahead, we will continue to invest on reach and improved turnaround time. These formats include
• Driving efficiency for strengthening our current portfolio and work on micro dealerships, container workshops and mobile service Dealer profitability
>98%
financial fitness customised EV product and ecosystem solutions vans. We also introduced ‘Tata Guru Authorised Workshops/
• Expanding into new to drive EV adoption across prioritised segments Mechanics’, by identifying and training high-performance
growth opportunities and use cases. We bagged the Fuel Cell Electric individuals to create more options and convenience for
Vehicle (FECV) Bus order from IOCL which is customers, and better employability and business prospects for
under execution. mechanics with deeper rural penetration for Tata Motors. Cash-positive dealers

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New business update Financial Targets

Outlook
The CV industry is poised for further growth on the back of
Electric Mobiilty increased activity in road construction, mining and improved
infrastructure spending. The supply situation continues to
• Operationalised 250+ electric
show gradual improvement. Despite uncertainties, business
buses in FY22, Cumulative 645+
e-buses running on Indian roads Case study
Double-digit sentiments continue to be positive with increasing fleet
utilisation levels and freight rates. Sharp commodity inflation,
with cumulative coverage of more EBITDA however, continues to remain a challenge. The Company
than 35 million kms.
Accelerating digital journey will continue to step-up its investments in products and new
• FCEV Bus order from IOCL business models to deliver customer value while ensuring
under execution. The rising concerns about safety during the pandemic led profitable growth. Despite near-term supply challenges and
• Forayed into cargo E-mobility to an inevitable need of digital contactless technologies to inflation concerns, the business aims to deliver strong margins
with launch of ACE EV. continue business operations. Tata Motors quickly adapted recovery and profitability in FY23.
Announced signing of MOU for its processes to facilitate this critical emerging need of its
~39,000 units with marquee customers and channel partners and deployed focused and
e-commerce customers. agile digitalisation interventions across the value chain. Online
Sales platform was launched to enable customers browse,
select, and book a vehicle from the comfort and safety of their
Strong
Green mass-mobility solution
• Strengthened play in EV buses
home/workplace. Tata Motors also increased focus on digital positive FCF
campaigns to facilitate the customers to have quick access
through own, maintain and
to product/service information with limited field intervention
operate model offered at a per-
by channel workforce. Furthermore, the Company also
km rate
reinforced and leveraged digitalised front-end sales processes
• Separate business vertical created through Go-To Market Excellence, wherein the front-end
to enable flawless execution, build sales teams were equipped with eGuru app on mobiles and
competitive advantage and tap tablets. This has enabled frontline salesforce to better plan
significant growth potential and manage stakeholder interactions in a systematic manner,
• Currently, operating 400 e-buses and streamline demand generation activity through digital Long-term
under this vertical. Expect enablement even during the pandemic. CAPEX
significant ramp up in the
coming years
New digital initiatives undertaken during the year also at 3-4% of
includes upgraded Fleet Edge, the connected vehicle platform,
• Appropriate business model underpinned by data analytics, and specifically aimed at
revenue
and financial structuring being improving customers’ business operations through trip
worked upon. management, expense management, and maintenance
planning and spares inventory management. The connected
Digital vehicle platform and Fleet Edge have paved the way to
• Fleet edge - Platform upgraded understand consumer behaviour, load capacity and create
in FY22 with enhanced opportunities for data monetisation. Currently over 180K
features (Trip planning and connected Tata CVs are running on Indian roads with these
expense management. truly upgraded connectivity features.
• >200K connected vehicles and Furthermore, Tata Motors also launched E-Dukaan, an
85K+ customers with 75% online marketplace for spare parts to enable contactless,
monthly active users hassle-free and transparent ordering of spare parts
• Launched E-Dukaan, online spare by customers.
parts marketplace. Revenues of
over `100 crore . clocked in FY22
Spares and service penetration has Brand NPS sustained at 68, 11 points Used Vehicles business has seen 66%
almost doubled in last 4 years improvement over 4 years overall growth, 11X over the last 4 years

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Tata Passenger Vehicles

Financial Metrics Powertrain mix Reviewing FY22
(%) PV business delivered a consistent and strong
3
Sales volume performance leading to the highest quarterly
(in units) 5 and annual sales in Tata Motors' history. The
business witnessed strong revenues of `31,515
67.1% y-o-y growth crore in FY22 (+ 90% y-o-y as compared to
72 `16,606 crore in FY21. Robust demand for
FY22
20 New Forever range and agile actions taken
3,72,157
on the supply side drove volumes growth.
FY21 2,22,638 Strong profitability was driven by improved
FY20 1,37,924
FY22 product mix, improved realisations, and
operating leverage owing to higher volumes.
While increase in commodity prices impacted
Revenue margins, price hikes taken, in line with the PV
(` crore) industry, mitigated the impact to some extent.
Profitability improved significantly with positive
89.8% y-o-y growth
EBIT achieved in Q4 FY22 and strong 750 bps
Petrol Diesel EV CNG EBIT improvement for FY22. The PV business
FY22 31,515 was also free cash flow positive in FY22.
FY21 16,606
FY20 10,482
Operational highlights
Spectacular sales 3 4 Case study

EBITDA
(%)
CARS SUVs iCNG technology
validates our product

330 bps improvement
In order to cater to the increasing
FY22 5.3 demand for both economical personal
and segment FY20

FY21
(10.6)
2.0 Vehicle portfolio
mobility as well as greener, emission
friendly mobility, we launched the
advanced iCNG technology for our
innovation strategy
11.3%
brands – Tiago and Tigor.
EBIT Percentage The new Tiago iCNG and Tigor
(%)
share of iCNG are powered by the Revotron
consolidated 1.2L BS VI engine which produces
This year was marked by several headwinds including 750 bps improvement
maximum power of 73PS – the highest
COVID-19, semi-conductor crisis and commodity inflation. FY22
revenues for any CNG car in this segment. The
(2.0)
iCNG cars comes in with best-in-class
Despite the multiple challenges, we set several new FY21 (9.5) technology and features, programmed
records for the Passenger Vehicles business. Focused FY20 (27.2)
to deliver optimum performance and
seamless shifting of fuel modes from
actions to improve comprehensiveness of our portfolio petrol to CNG and vice versa, providing
driven by New Forever philosophy, expeditious ramping Market share a no-compromise experience for their
(%) customers. With a single advance ECU,
up of capacities, micromarket actions, strong network auto switchover between fuels, direct
management to improve reach and profitability, and 390 bps improvement start in CNG (segment first), faster
refueling and a digital instrument cluster,
thrust on significantly improving customer experience FY22 12.1 the Tiago and the Tigor iCNG have been
led us to post highest ever annual sales and establish FY21 8.2
designed mindfully to provide utmost
comfort and convenience to their owners.
ourselves as a formidable player amongst the top 3 in the FY20 4.8
industry with a double digit market share of 12.1%.
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Operating context
Challenges faced
Supply chain issues
During early stages of global COVID-19 lockdown and
auto plant shutdown, automotive suppliers abruptly cut Operational Risk
the demand forecast for electronic components. More
than expected increase in demand, post relaxation of
Capitals
lockdown restrictions, led to shortage of semiconductors for
Impacted:
automotive players, globally. Fire at Renesas and extreme
weather conditions in Texas further deteriorated supplies.
In addition, pandemic-induced lockdowns necessitated
work from home arrangements which led to unprecedented
increase in the demand for white goods, especially
Challenges faced
consumer electronics. Shift towards 5G technology in Commodity inflation
some parts of the world further increased the demand for Prices of commodity items such as steel, nonferrous
semiconductors. These factors have led to a shift in capacity metals, precious metals, rubber and petroleum products
allocation from auto sector to consumer durable goods. have generally risen in the recent years and more
Various actions were triggered to ensure availability sharply in the recent past due to recent geopolitical
of semiconductors with set of intermediate and conflicts. They may continue to rise significantly over the
near term and in the future. Case study
systemic actions.
Immediate mitigation actions: Resolution #1 SUV in India

• Pursue and ensure fair allocation of semiconductors. We have been running a structured cost reduction
journey for past few years to improve profitability and Globally, and even in India, there has been an We started off this journey with our flagship product
• Firm schedules for 12 months on monthly rolling
mitigate the risk of commodity price inflation. In FY22, increase in trend towards SUVs. SUVs have become Nexon. Strong and safe SUV brand, Nexon is the first
basis – for chip manufacturer projections provided for
we have completed highest ever 1200+ VAVE idea ideal choice for consumers because of GNCAP 5-star rated car in India, appreciated for its
24 months
generation workshops with engagement of 1300+ striking design, superior ride quality and handling
• Open market sourcing/spot buying participants across the organisation and implemented Higher ground clearance required for bad/not so
characteristics, spirited performance and comfort.
• Alternate architecture development to optimise the 630 cost reduction projects. The commercial teams good road conditions
From modest start of 4,000 units monthly sale on
usage of critical chips by redesigning leveraged the volume growth and achieved highest ever Ability to better navigate unexpected heavy rains average, volumes have since increased and now over
cost reduction accrual. The Value Analysis and Value and water logging 10,000 Nexon vehicles are sold each month in FY22,
Medium long-term mitigation actions: Engineering (VAVE) efforts were rejuvenated through and it has become the highest selling SUV in India
VAVE 2.0 approach, diving into finding new opportunities More interior space preferred by families for
• Leveraging analytics identify of potential supply risk
through system level interface, product attribute and cost enjoyable group journeys Harrier and Safari together, for the first time in the
and proactive mitigations
balancing and decision making framework for long-term market, have brought in the legendary pedigree and
• Alternate/dual sourcing strategy under work Accessible price points and newer sub-segments
structural cost improvements. The new opportunities will advanced vehicle architecture of Land Rover, offering
Example, Punch Sub-Compact SUV now starts at
• Create and build buffer stocks for other help in the cost reduction journey forward. an unparalleled experience to our customers. Harrier
`5.65 Lacs
critical aggregates and Safari together command a market share of
Operational Risk Design of SUVs has also evolved ; thus, making it 35.8% of the High SUV segment in FY22. Punch, an
While our Passenger Vehicles business was impacted as a
even more aspirational, convenient, and easier to entry level SUV launched this year has gained strong
result of semiconductor shortage, prompt actions enabled
drive and own. demand with on average 10,000 vehicles sold each
us to manage the crisis better and despite these challenges,
Capitals month since beginning.
we were able to grow our volumes by 67% in FY22, against One of the key aspects of PV turnaround strategy
Impacted:
industry average increase of 13%. was catering to the evolving demand of SUVs. From SUVs accounted for a modest 26% of total passenger
being a modest player in SUV segment, we have vehicle sales in FY18, since then this has been ever
Capitals stepped up the game and emerged as #1 SUV player increasing with its share touching 61% in FY22. Average
in a short time span. monthly sales of SUVs increased from ~10,000 vehicles
in Q1 FY22 to ~28,000 vehicles in Q4 FY22.

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Financial Targets
Strategic Review
Win Sustainably in PV High
Long-term
single-digit
Reimagining front end 2.0 Positive CAPEX at
We will further focus on capacity enhancement to unlock EBITDA margin
The strategy to enhance sales through targeting future growth potential by debottlenecking existing FCF 5-6% of
micro-markets has worked well. We registered 99% in the next 2
facilities, improving asset utilisation and enhancing revenue
sales improvement in 22 micro-markets in FY22 as capacity to cater to ever-increasing demand. years
compared to FY21. On overall level, we registered 74%
growth pan India. Product portfolio strategy
We added 277 sales outlets in FY22 to increase sales We significantly stepped up product launches in FY22.
with 1183 sales outlets at the end the year. 100% of our
We launched Tata Punch in October 2021, an entry-level
dealers are now profitable vis-à-vis 12% in FY20. We also
SUV with GNCAP 5-star adult safety rating. The Punch
expanded our service network, adding 100 workshops
reinforces the four core pillars that define all Tata SUVs-
in FY22, taking total service touchpoints to 705. With
stunning design, versatile and engaging performance,
continued thrust on customer service improvement, our
roomy and spacious interiors, and absolute safety. Since
NPS improved to 35 in FY22 from 30 in FY21.
its launch, Tata Punch has recorded average volumes of
The “Reimagine PV” strategy to rejuvenate front-end 10,000 per month.
sales and the retailer network as well as customer
Rising fuel prices coupled with preference for green
engagement, has delivered excellent results. We
mobility has led to significant demand in CNG vehicles.
launched Reimagining front end 2.0 with milestones to
Addressing this key market, we introduced advanced
further strengthen front-end activities.
iCNG technology in Tiago and Tigor. The CNG variants
have strong demand and penetration was around 9% of
Sales enhancement
our portfolio in Q4 FY22. CNG penetration in Tiago and
We continued the thrust on sales enhancement and
Tigor stands at 46% in Q4 FY22.
identified high TIV urban micro-markets and rural areas
through nuanced actions. In addition, we will strengthen Other exciting variants launched include Altroz DCA,
Tata Motors Assured Business to increase presence in Kaziranga Edition of SUVs, #Darkrange of SUVs, Tiago
used car business. NRG, and Safari Gold.
We will maintain the current portfolio, invest for
Network
improving competitiveness and comprehensiveness
We will continue to expand sales and service network
and introduce differentiated offering within key growth
across India to improve reach and to ensure strong
segments in phased manner.
presence in high TIV markets. In addition, we will upgrade
entire network as per “New Retail Identity” to provide
Financial health
uniform experience to consumers across the country.
On the back of strong volumes recovery, positive
Customer experience product mix, tight control on fixed cost and VME,
We will continue to enhance sales and service and exponential growth in non-vernacular business,
processes, adopt new technology and digital means Passenger Vehicles business recorded positive EBIT
and strengthen customer experience organisation margin in Q4 FY22 and strong 750 bps improvement
to provide delightful sales and service experience to in EBIT margins in FY22, well ahead of our targets.
our consumers. In addition, the business also became free cash flow
positive in FY22.
Manufacturing We will further step-up the investments to cater to ever
Outlook
In Passenger Vehicles, the Company will continue to drive strong sales performance whilst improving
We significantly ramped up our capacities and took increasing demand and continue focus on new products
profitability and managing supply bottlenecks. The business is expected to deliver strong improvement
actions to mitigate supply side challenges. Our volumes and technologies. We will continue to maintain fiscal
in margins and profitability in FY23. The business will continue to step-up new product launches and
grew by 67%, as compared to industry growth of 13%, prudence and drive a self-sustaining business. We will
enhance capacities to cater to increasing demand. Despite significant step-up in investments, the PV
despite being affected by semiconductor shortages. also ensure ecosystem viability by monitoring and taking
business is expected to remain self-sustaining.
Average monthly sales increased from 28,000 vehicles necessary actions wherever necessary for ensuring
in Q4 FY21 to 41,000 vehicles in Q4 FY22. dealer and supplier financial health.

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Electric Vehicles
Reviewing FY22
Operational
Tata Motors has been the front runner in the EV EV sales continued to witness a rapid growth in
highlights segment in India. During FY22, we strengthened our demand on the back of strong acceptance of Nexon EV
position in the EV segment, driven by new product and Tigor EV. Our annual EV sales touched 19,105 units,
Sales volume launches, strong acceptance and positive word-of- a growth of 353% vs FY21. Quarterly sales of EV were
(in units) mouth from existing customers, offering exciting fleet- highest at 9,095 units, a growth of 432% vs Q4FY21
mobility solutions, strengthening sales and service and EV sales for March 2022 was also the highest at
353 y-o-y growth% network, delivering comprehensive home and public 3,357 units, a growth of 377% vs March 2021.
charging solutions and enhancing supplies expeditiously.
FY22 19,105
FY21 4,218
FY20 1,325
Tata UniEVerse
Through Tata UniEVerse, we have synchronised efforts to develop a holistic e-mobility
ecosystem to accelerate the adoption of EVs in India. Powered by Tata UniEVerse, consumers
Market share have access to a suite of e-mobility offerings including charging solutions, innovative retail
(%) experiences and easy financing options.
1600 Bps Growth POWER
• India’s leading player • Cell development and
FY22 87 in the EV charging space local manufacturing
Redefining the
FY21
• Home charging installation • Technical partner for evaluating
71 support in all cities to support establishment of Lithium-ion cell
FY20 47 Tata Motors EV customers manufacturing plan
EV space for the

• ~ 2000 public chargers • Operation for pilot plant for
established, providing charging Li-ion battery recycling
Public charging solutions based on solar power
Indian consumer
FY22 2,000
FY21 450
6 1
MOTOR CONSULTANCY
FY20 170 FINANCE SERVICES
Tata Motors entry into the EV segment was driven by
• Structured solutions ELXSI
a desire to provide no-compromise solutions to the for fleet buyers to • Partners for driving
EV penetration drive EV adoption
customer and to create deeper segmentation through (%) including subscription
advanced research
fully-loaded portfolio diversity. Since then, we have been and leasing 5 2 and product design
especially with respect
FY22 5 Tata Group firms
• Support in designing to ADAS systems and
at the forefront of India’s push towards green mobility. FY21 2 innovative financing
being leveraged for
connected car tech
solutions at
EV business
• EVs are expected to
FY20 1 attractive pricing by get more sophisticated
Revenue mix incorporating residual in future, requiring
value financing dedicated design teams
Cities present 4 3
FY22 75
FY21 51 AUTOCOMP SYSTEMS DIGITAL
FY20
• Collaborated and completed localising EV powertrain • Tata Digital as partner for
22 components in-line with phased manufacturing plan building integrated digital
• In addition, all our models have also qualified for 50% platform across Tata companies
domestic value addition requirement specified by the to drive user experience and
No. of dealerships enable cross-selling of Tata
government in order to avail incentives going forward
FY22 Motors EV products
143 • Operation of battery assembly plant for Nexon & Tigor
Every 4 th
Every 6 th FY21 97
Tigor sold is an EV Nexon sold is an EV FY20 43

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Electric Vehicles
Operating context Stepping up the game–with new investments
Challenges faced
$1 billion Tata Motors entered into a binding agreement with
TPG Rise Climate whereby TPG Rise Climate along with
and catalyse investments in charging infrastructure and
battery technologies. Over the next 5 years, this Company
Fund raise in TPEM for 11-15% stake valuing co-investors shall invest `7,500 crore in compulsory will create a portfolio of 10 EVs and in association with
Addressing customer apprehension it upto $9.1 billion through TPG deal convertible instruments to secure between 11%-15% Tata Power Ltd, catalyse the creation of a widespread
One of the key challenges in addition to and an extension stake translating to an equity valuation of up to $9.1 bn. charging infrastructure to facilitate rapid EV adoption in
of ecosystem limitation has been the customer anxiety India. The first round of infusion for a sum of `3,750 crore
$2 billion
over limitation of drive range of EVs and myths related Accordingly, a separate subsidiary Tata Passenger
was completed in March 2022.
to safety. Electric Mobility Limited (TPEM) was incorporated.
TPEM shall invest in excess of $2 bn over the next 5
TPEM shall leverage all existing investments and
Response Planned investment spending years in products, platforms, drivetrains dedicated
capabilities of Tata Motors Ltd and will channelise the
over next 5 years EV manufacturing, charging infrastructure and
Created strong awareness campaign to bust myths future investments into electric vehicles, dedicated
advanced technologies.
related to safety, durability, charging and range anxiety. BEV platforms, advanced automotive technologies
Tata Motors introduced its state-of-art technology brand – Challenges faced
ZIPTRON, which has been designed in-house while utilising
our global engineering network. This technology delivers
Product competitiveness and quality
a thrilling driving experience to our customers aspiring to The auto industry is characterised by new technologies,
go-green. Rigorously tested across 1 million kms, ZIPTRON distribution models, methods of transportation and
technology is well-proven advanced and reliable. disruptive technologies. The customer is becoming
It embodies distinctive characteristics: efficient high voltage increasingly aware and wants vehicles which meet the
system, zippy performance, long range, fast charging latest trends and has the most advanced technologies.
capability, battery with warranty of 8 years, and adherence
to IP67 standard. Response
The Nexon EV was launched with ARAI certified
#TheUltimateElectricDrive campaign, showcased the
range of 312 kms on a single charge, an efficient high
drive Nexon EV from Manali to Leh, which is one the
voltage system, fast charging capability, extended
toughest terrains in India, covering six high-altitude
battery life and class-leading safety features. It also
Himalayan passes, with unpaved roads and steep
comes with Z Connect – which offers 35 advanced
gradients, with limited charging infrastructure and under
connected car features that will electrify the drive
extreme weather conditions. This showcased that the
experience with seamless connection. We continued to
Nexon EV is capable of high performance and is able to
increase our competitiveness by launching new products
charge effortlessly.
in FY22 with the launch of New Tigor EV sedan with a
This was followed by a series of product testing videos range of 306 kms and Nexon EV Max with an extended
named #TheUltimateElectricTest, subjecting the Nexon range of 437 kms.
EV to extreme weather, gradient, water immersion and
We will step up the investments in EV business. The
performance conditions to bust all myths about the
recently launched CURVV and AVINYA concepts are a
robustness of EVs.
testimony of the future. We are gearing up to build on
The increase in demand and positive word-of-mouth early mover advantage and being future-ready.
from existing customers is strong testimony to this.
Operational Risk Strategic Risk
Capitals Capitals
Impacted: Impacted:
Capitals

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Electric Vehicles
Strategic Review Case study

Win Proactively in EV AVINYA
Product Taking a giant stride towards the next generation of
electric vehicles, TPEM, recently made a smashing
In FY22, we launched exciting products to cater to debut with the global unveil of the AVINYA Concept
consumer demand in the form of Tigor EV and Nexon EV – an expression of the Company’s vision of a pure
with extended range and Xpres-T EV for fleet segment. electric vehicle, based on its GEN 3 architecture.
We will continue to leverage product success and The AVINYA Concept introduces a new typology
expand portfolio, providing India specific offerings with of mobility that offers or exudes enormous
different body styles and driving ranges. roominess and comfort, not restricted by traditional
segmentation. It comes packed with new age
We also endeavour to complete phased transition from technology, software and Artificial Intelligence that
conversion to multi-energy modular platform to a pure work in the background to deliver wellness and
EV platform in next few years. tranquillity during transit. Providing an extremely
premium yet simple and calming customer
Sales and marketing experience, this concept will be fairly accessible to a
We scaled up our market coverage and increased our majority of customers of fast growing, high volume
presence to 75 cities and 143 dealerships in FY22. Outlook segments of today. With this, TPEM is all set to
Tata Passenger Electric Mobility unleash a new breed of EVs that will redefine the
The existing micro-market strategy has worked well to Case study (TPEM) will be investing proactively automobile space. This path breaking EV will be
drive the penetration and created pan India demand.
to step-up EV penetration with introduced to the market by 2025.
As we scale up, we will start to expand beyond the CURVV several exciting new launches on the
existing micro-markets for a wider presence. We will The AVINYA Concept focuses on a human-centric
Defining a new era of SUV design, Tata Motors anvil. Accelerating adoption with the
continue to focus on states where there is high demand, design and promises a sensory journey of its own.
recently showcased its Electric SUV Concept creation of a strong EV ecosystem
driven by aggressive EV policies and benefits. Through From the skydome that enhances the overall
– CURVV. Conceptualised to offer practicality that drives deeper localisation,
innovative campaigns, digital tools, experience centres sense of space and natural light to the functional
and elegance, all whilst exuding dynamism and remains our priority. Government of
and service network, we will continue brand building for console-inspired steering wheel, to the voice
unmatched road presence, the Concept CURVV is India has placed an ambitious target
creating awareness, driving aspirations and enhancing activated systems for a deeper interface for all its
Tata Motors’ rendition of the modern SUV typology. of 30% EV penetration by FY30 and
customer experience. passengers, to the sustainable materials being
Expected to storm the market within the next two is supporting the transition in several
used, that communicate the ethos of the product
years, this concept will introduce India to a unique, ways. TPEM aspires to leapfrog
Capacity Building and finally the finishing touch of the aroma diffuser
edgy and sporty coupe body style which in the ahead on the strength of its superior
We will enhance our capacities to meet increasing – that envelopes you in an ambience that is serene
past has only been prevalent in the high end luxury product portfolio, greater operational
demand and accelerate EV penetration and drive deeper and soothing.
segment. The Concept CURVV in its production ready economies, affordable price-value
localisation of Tier 1 and Tier 2 components. propositions and supportive sales and Battery used will support an ultra-fast charge
avatar will first enter the market as an extension of
We will strive to constantly evolve and build a centre of the Company's ever-evolving Electric Vehicle (EV) charging infrastructure. capability, in line with the infrastructure evolution,
competence in new technology areas. portfolio which will subsequently be followed by its pumping a minimum 500 kms range in under 30
Internal Combustion Engine (ICE) counterpart. minutes. The overall philosophy for enhanced
Ecosystem Solutions range would be ‘Minimise-Maximise-Optimise’.
With a robust SUV DNA at its core, and a plethora
Over the last two years, through Tata UniEVerse, we have of new age materials, features and interfaces, we
progressed well in establishing public charging network are confident that this Coupe Concept will redefine
and home charging solution for our customers. In addition, mainstream SUV design. Furthermore, with CURVV,
we have fulfilled localisation requirements laid down in the we now enter the Generation 2 EV architecture
Phased Manufacturing plan notified by Government. which will further enhance the adoption of EVs
We will further expand Tata uniEVerse to offer holistic in India by overcoming the current barriers. With
ecosystem solutions to customers. Efforts are underway this new architecture, we will strengthen the key
to operationalise plan for battery reuse, recycle and pillars of Range, Performance and Technology,
repurpose. We will further expand our footprint of public while retaining Safety and Reliability as
charging solutions to drive mass adoption. Through Tata hygiene offerings.
Motors Finance, we will continue to offer innovative
financing solutions for retail and fleet customers.

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Jaguar Land Rover

the £ (43)m Q4 exceptional charge, compared to a PBT of
Financial Metrics Retail sales mix (by volume) £662 million before exceptional items in FY21. The impact
(%) on working capital of the reduced volumes in the first half
Sales volume
11 of the financial year resulted in a free cash outflow of £1.16
(in units)
billion for FY22. The working capital outflow is expected to
(wholesale) (Including CJLR)
55 be recovered over time as volumes gradually increase.
15.8% y-o-y growth 34 Strong demand for New Range Rover helped order book to
FY22
FY22 new record at more than 168,000 units (New Range Rover
347,650 46, 000 units and Defender 41,000 units.
FY21 412,911 The Refocus transformation programme delivered £1.5
FY20 525,402 billion of value in the year, beating £1 billion target.
BEV + PHEV MHEV ICE
Revenue Operational Risk
(£ million)
Operating context
7.2% y-o-y growth Capitals
Ukraine/Russia conflict Impacted:
FY22 18,320 Our primary focus throughout the unfolding conflict in
Rethinking luxury
Ukraine has been the wellbeing of our workforce, as well
FY21 19,731 as those in our extended network. The Ukraine conflict has
FY20 so far only had a limited impact on production volume as a
Semiconductors and other
22,984
supply constraints
mobility in a
result of active management of our parts supply chain. While
we have a relatively small number of parts and commodities Supply constraints, particularly semiconductors,
Free cash flow that are sourced from the affected countries, it is too early restricted our ability to produce as many vehicles as we
sustainable way
(post interest) (£ million) to say how future commodity supply and pricing could be planned in FY22. These supply chain challenges limited
impacted. New vehicle sales into Russia have been paused our capacity to build cars in line with customer demand
FY22 (1,156) since the end of February 2022. and our wholesale volumes for the year were 294,182,
down 15.4% compared to the prior year. The shortage of
FY21 185 Response semiconductors is likely to continue in the coming year
The renaissance of the iconic Jaguar and FY20 with gradual improvement throughout FY23.
(759) Colleagues based at our Nitra manufacturing facility in
Land Rover brands is underway. The New Slovakia have provided border transportation and temporary
Response
Range Rover launched this year reflects the EBITDA
accommodation to the families of our Ukrainian colleagues,
as well as helping them integrate into the local community. In response to these challenges, we focused production
intuitive approach we will take to integrating (%) In addition, we have mobilised a fleet of vehicles to the on higher margin products and established new
technology as BEV adoption picks up. 250 bps
International Federation of Red Cross and Red Crescent processes to closely monitor our supply chain. Looking
Societies. Sales volumes in the final quarter of FY22 were not further ahead, we have engaged in strategic discussions
Our Reimagine strategy is strengthened by our Refocus materially impacted by the conflict, with Russia and Ukraine with key component suppliers and chip producers to
FY22 10.3
programme which is reshaping operations, driving historically accounting for less than 2.5% of global sales. secure long-term supply agreements for future product
efficiencies through key functions and ramping up on FY21 12.8 While new vehicle sales into Russia have been paused since programmes, to increase our resilience.
profitability. Set against a canvas of true sustainability, the end of February, strong demand from customers in other
FY20 8.9
Jaguar Land Rover will become a more agile creator of markets can more than offset this volume. Operational Risk
the world’s most desirable luxury vehicles and services
for the most discerning of customers.
Reviewing FY22
EBIT Capitals
Full year performance in FY22 was significantly impacted
(%)
6
Operational highlights by the constraint on production and sales resulting from the Impacted:
67.4%
300 bps global chip shortage. Revenue was £18.3 billion, down 7%
Jaguar from the prior year, with a pre-tax loss of £412 million before
FY22 (0.4)
7
Land Rover
FY21
FY20
2.6
0.1
Capitals
Share of consolidated revenue Vehicle portfolio


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Jaguar Land Rover
Global inflation Response

Inflationary pressures have been increasing, with In the short term, we have a level of protection from
aluminium prices rising 61% during the fiscal year, immediate commodity price increases through our
while we also saw high volatility in gas prices across commodity hedging programme. We also monitor the
Europe in the fourth quarter. This will impact our impact of changes in material costs on our margins
business, as some prices we pay our suppliers are and may look to adjust sales prices if we cannot avoid
directly indexed to market rates, leading to increased passing cost increases to our consumers.
material costs which could reduce our profit margin.
This increasing inflationary pressure could also
flow through to consumer inflation expectations Operational Risk
and drive a response from central banks in the
coming year, which could impact the pace of future
economic growth. Capitals
Impacted:
As adoption increases, we expect 60% of global Land To date, we have completed more than 3 million
Capitals Rover sales to be pure-electric by 2030. updates on customer vehicles and through our Electric
Vehicle Architecture, we can monitor nearly 17,000 data
As we accelerate Land Rover’s electrification, the
points to continually enhance our customer experiences.
renaissance of Jaguar has also been moving at pace.
For example, in early 2022, we provided 200,000
Financial Manufactured Intellectual Human Social and relationship Natural Over the past 12 months, our Future Jaguar team have
customer vehicles, fitted with our advanced Pivi Pro
determined to develop our own bespoke pure-electric
infotainment system, an over-the-air upgrade featuring
architecture for Jaguar.
Amazon Alexa voice AI capability and Wireless Apple
Our Strategy The New Range Rover embodies a philosophy that will Alongside its product transformation, Jaguar is also Car Play.
be embedded across our products and our customer creating a strong digital culture, efficiently integrating
Our reimagine strategy drives our experiences, acting as a key differentiator for Jaguar technologies and analytics, to allow the team to design
We believe this ability for owners to add services and
experiences to their connected vehicles will create
single and clear vision: to become the and Land Rover, as part of their transformation into a more rewarding emotional engagement between the
entirely new value for our business.
modern luxury brands. brand and the customer.
creator of the world’s most desirable
At the centre of this is sustainability, in our vehicles We are truly excited about the renaissance of Jaguar. Collaborating for a connected future
luxury vehicles and services, for the and across the value chain, which we will achieve Such a strong platform for connected services
Our ambition to become net zero carbon by 2039
most discerning of customers. through electrification; decarbonising our supply chain, throughout our entire value chain requires a also allows us to reimagine new vehicle features.
manufacturing and non-manufacturing operations; transformation in the way we design, engineer, supply Collaboration and knowledge-sharing with industry
This roadmap for the future of Jaguar Land Rover puts closed-loop circularity; and in close attention to the and manufacture our products. To secure our pathway leaders in connected services, data and software
quality and sustainability at the centre of everything provenance of materials we select. towards this ambition, we have defined and committed development is a cornerstone of our strategy.
we do, directed by the simplification of our processes to CO2e reduction targets by 2030, which have been We have formed a multi-year strategic partnership
and the rapid electrification of our vehicles, while An Electrifying, Sustainable Future validated by the Science Based Targets initiative (SBTi), with NVIDIA, the leader in artificial intelligence
creating unique customer experiences and a positive We believe in the modern luxury of pure-electric aligning the business to the 1.5-degree celsius emissions and computing, to jointly develop and deliver next-
societal impact. propulsion that is near-silent, efficient and sustainable. reduction set out by the Paris Agreement. generation automated driving systems, plus AI-enabled
As we redefine modern luxury, and with the worldwide The New Range Rover introduces plug-in hybrid electric services and experiences for our customers.
customer appetite for electric vehicles, we are True Digital Leader
propulsion with a segment-leading official electric-only From 2025, new Jaguar and Land Rover vehicles will be
accelerating our Reimagine transformation into a range of over 100 kms. Connectivity is a key attribute of modern luxury. Through
built on the NVIDIA DRIVE™ software-defined platform
business that will deliver double-digit EBIT margins our Reimagine strategy and Refocus programme, we
From 2024, a pure-electric New Range Rover will join – delivering a wide spectrum of active safety, automated
within five years and achieve net zero carbon through are creating a step-change in connected experiences for
the family. driving and parking systems, as well as AI features
our entire value-chain including our products, supply customers and accelerating our transformation into a
inside the vehicle.
chain and operations, by 2039. Over the next four years, Land Rover will welcome digital leader in the automotive industry.
six all-electric variants across two architectures – our Together, we will redefine how our customers connect
We will continue to drive forward connectivity in and with
Modern Luxury flexible Modular Longitudinal Architecture (MLA) and to, and enjoy their vehicles, throughout their ownership,
our vehicles, based on our truly market-leading capability
In 2021, we introduced the New Range Rover, as the Electric Modular Architecture (EMA). This will help us to driving new opportunities and business models for us
today.
embodiment of modern luxury, with breath-taking meet unprecedented policy shifts and an exponential and our partners.
modernity to its exterior and a highly sophisticated, rise in customer demand towards electric vehicles Through remote diagnostics and software-over-the-air
We will continue to strive for strategic partnerships
reductive interior with an intuitive approach to across our key markets. updates, we can already predict, diagnose and update
to drive innovation and sustainability in line with our
relevant technology. all major vehicle systems.
Reimagine strategy.

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Jaguar Land Rover
Reimagining finance for customers Refocus has created significant change within our business Through a digital revolution in smart tools and processes
Through our transformation programme, Refocus, we Together, we are shaping a culture of unity, belonging, and culture over the past year, improving key quality we supported initiatives that have delivered over £300
are also forging strategic partnerships to enhance our inclusion and respect, while implementing progressive metrics, laying the foundations of an agile, data-driven, million value to our business in FY22, supporting and
purchase experience. policies, benefits and support, and engaging with our digital business, and delivering over £1.5 billion of value providing solutions as diverse as supply chain visibility to
people to accelerate our progress. during FY22. mitigate the semiconductor crisis; databased failure mode
We have partnered exclusively with BNP Paribas, to prediction; new and improved customer offerings and
broaden competitive automotive financing with new, Refocus will drive further profitability in our business, as
Focused on the future customer journey digitisation; and automation across the
innovative services across nine European markets. we aim to realise £2.5 billion of value within three years.
business for greater efficiency.
With Reimagine, we are transforming our business
Our ambition is to provide our retail partner network The programme contains five priorities focused on
and our two unique brands, with a value-creation
and our customers with an expanded range of financing improving our operations and transforming our business. Responsible spend
approach; delivering modern luxury experiences,
solutions and insurance products by early 2023. These are: improved customer satisfaction, time to Responsible Spend continues from the successful
quality and profit.
market, workforce experience, CO2e reduction and Charge+ programme. We have remodelled our approach
Redefining our purpose We will deliver a new benchmark in environmental, profitable growth. to spend and investment, updating our purchasing
societal and community impact for a luxury business, processes, improving cost and time saving allowing our
Our company purpose sets why we want and choose These priorities are established in ten separate pillars -
creating the world’s most desirable luxury vehicles, teams to focus on adding value.
to exist: ‘live the exceptional with soul’. Through our six operational pillars and four enabling pillars. During
against a canvas of true sustainability.
Reimagine strategy, we are changing to become the this fiscal year, we added our tenth pillar, Sustainability.
‘proud creators of modern luxury’, guided by a creator’s We are transforming into an agile, fully data-driven, Sustainability at our heart
code - a set of co-created behaviours: customer love, digital company, through our Refocus plan. Our Driving profitable change Through FY22, we brought into Refocus a dedicated
unity, integrity, growth and impact. commitment to agile ways of working is streamlining Our Quality pillar has implemented new processes and Sustainability pillar to execute our environmental
our operations and returning value to our business. governance to improve quality issues and warranty sustainability strategy - Regenerate.
Along the way, the positive impact of sustainability
and diversity and inclusion will enable us to better Together, we are realising our goals, steadfast in spend, resulting in an improvement to our customer Regenerate comprises eight distinct focus areas,
understand and serve our customers, fuel our our ambition to be one of the most profitable luxury satisfaction, and reducing warranty spend to £608 redefining the way we design, engineer, manufacture and
innovation, and engage and inspire our people. manufacturers in the world. per vehicle. even sell products and services.
In Programme Delivery & Performance, we have Pillar 10 acts as the operational engine to implement this
trained more than 4,000 of our people in agile ways of sustainability transformation through climate and circular
working, reducing product delivery times and time to actions across the company, powered by the adoption of
market. An Agile Hub has been established, facilitating agile methodology.
Refocus team training and coaching, as well as redefining the
company purpose in the mindset of modern luxury. The transformation of our business through Sustainability
Our refocus transformation programme is the engine room powering our reimagine strategy. is supported by key executive appointments.
In Delivered Cost Per Car, we have continued to build
on the successful cost reduction initiatives of our Ignite François Dossa was appointed to the role of Executive
1 2 3 4 5 6 programme – now extended to 2025 – achieving £1,600 Director, Strategy & Sustainability, in June 2021 and
average per car saving, without compromising quality. Rossella Cardone became Director, Sustainability in
PROGRAMME CUSTOMER January 2022.
QUALITY DELIVERED END-TO-END CHINA We have also created a new Supply Chain function
DELIVERY & & MARKET
COST PER CAR SUPPLY CHAIN within our business, focusing on digitisation as well
PERFORMANCE PERFORMANCE
as building resilience and sustainability within our
Reduced Efficient Reduction in Faster vehicle Increased profitable Increased profitable operations. This work has included our semiconductor Outlook
warranty programme vehicle cost delivery times market share market share crisis response. Our Refocus programme will help use mitigate
spend delivery impact of inflationary pressures and we expect
Together, Customer & Market Performance (Pillar 5),
which revolutionises our customer journey, and China the global semiconductor shortage to gradually
(Pillar 6) have contributed over £800 million of value improve in FY23. While the COVID-19 lockdowns
AGILE ORGANISATION & CULTURE
7 through measures including newly digitised ordering for in China as well as the new Range Rover Sport
Agile Organisation, Leadership, Capability, Culture model changeover are expected to limit volume
retailers, renewal services for customers and profit and
mix optimisations. improvements in Q1 of FY23, we expect volumes
DIGITAL
8 to improve progressively thereafter, and we
Using data and technology to power the transformation target to achieve a 5% EBIT margin and £1bn+
Digital transformation
positive free cash flow in FY23.
RESPONSIBLE SPEND InDigital was launched in April in 2021 as part of our
9 Refocus plan. In just the past year, it has developed into Our medium- and longer-term financial targets
Sustaining the cost improvements
a digital centre of excellence, at the heart of Refocus, under the Reimagine strategy, underpinned by
SUSTAINABILITY with 250 specialists focusing on analytics, data science, the Refocus transformation programme, remain
10 data engineering and intelligent automation. unchanged, including improving EBIT margins to
Building a regenerative ecosystem
10% or more by FY26 and improving cash flow to
achieve near zero net debt in FY24.
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Tata Motors Finance

Proactively providing creative solutions to customers while minimising portfolio risk Operating environment
AUM CV market share PBT Meeting regulatory norms
(` in crore) (%) (` in crore)
The NBFC sector is witnessing a slew of regulatory prescribed risk threshold with indicators mainly being
5.6% growth 600 bps 62% Y-o-Y changes over past few years, especially post ILFS crisis. capital ratios in terms of CRAR and Tier 1 ratio and asset
The RBI, on October 22, 2021, revised the regulatory solvency ratio in terms of net non-performing assets.
FY22 FY22 FY22 framework for NBFCs. These guidelines shall be effective RBI has also prescribed mandatory and discretionary
45,220 27 101
from October 1, 2022. While the detailed provisions are actions for all of the risk threshold, stricter action
FY21 42,810 FY21 33 FY21 266 to be notified, TMF Group is likely to fall in upper NBFC being for higher risk threshold. Mandatory actions
category and regulations would broadly cover following include various restrictions like on dividend distribution/
FY20 36,882 FY20 31 FY20 149
aspects- the regulations broadly cover following aspects remittance of profits, on branch expansions, on capital
– Common Equity Tier I capital at 9% within Tier I capital; expenditures and on variable operating expenses.
Board approved policy on Internal Capital Adequacy Discretionary action includes special supervisory actions
ROE (pre-tax) GNPA NNPA Assessment Process, leveraging requirement to ensure related to strategy, governance, capital, various type of
(%) (%) (%) that growth is supported by adequate capital, holding risk, business, operation and profitability.
differential provisioning towards different classes of
Tata Motors Finance group has been compliant with the
710 bps 380 bps 180 bps standard assets, mandatory listing within three years.
new RBI Prompt Correction Action (PCA) norms and its
The RBI, to strengthen the supervisory tools applicable liquidity and capital adequacy ratios are comfortable.
FY22 FY22 FY22 5.4
2.1 8.8 to NBFCs, has put in place Prompt Corrective Action Tata Motors Finance is also taking steps to reduce
FY21 FY21 FY21
3.6 (PCA) Framework, from April 1, 2022. The RBI has GNPA/NNPA aggressively and recalibrate its collection
9.2 5.0
strategy and organisation to embrace new norms.
4.6
FY20 8.0 FY20 5.3 FY20 Focus areas FY23
• Maintain ~30% market share
• Expand NIMs: Increase Used Vehicles lending and
Performance overview fee-based income streams
During FY22, Disbursals grew y-o-y by 23.5% to • Accelerate digital transformation of the business;
`16,797 crore on the back of uptick in CV sales. The continued Create digitally-enabled ROA accretive new
stress in MSME portfolio impacted GNPA during most part of income streams
FY22. However, strong collections in Q4 (100.2%) led to GNPA • Target near double-digit ROEs
reducing from 10.4% in Q3 to 8.8% in Q4.
Tata Motors Finance continued its asset-light journey and
completed ~`6,300 crores of assignment and co-sourcing
during the year. Tata Motors Finance also focused on cost
reduction measures and its cost to income ratio remained low
at 33% (39% in FY21).

Value
Creation
The desire to create long-lasting
value inspires all that we do. It gets
manifested in our responsible
use of resources, our focus on
exceeding customer and employee
expectations, and in creating gains
for our investors and shareholders.
6-107 108-231 232-458
Value Creation Model
How our business model At Tata Motors, we strive to create value through our business model by innovating
sustainable mobility solutions to enhance the quality of life.
creates value
Inputs Outputs Outcomes
Financial Capital Tata Motors Consolidated Tata Motors Consolidated SDGs Impacted
Our financial resources come • `44,561 crore equity capital incl. reserves Our Vision Our Values • `278,454 crore revenue
from various providers of capital –
shareholders, bond issuers, banks, • `24,148 crore investment spending By FY24, we will become • 9.6% EBITDA margin
and the financial markets. We • `48,679 crore net automotive debt the most aspirational • 0.7% EBIT margin
optimally deploy these resources to Indian auto brand, • ` (9,472) crore auto free cash flow
create value and drive growth.
consistently winning, by Integrity Accountability
• delivering superior
Manufactured Capital Tata Motors JLR financial returns Tata Motors JLR
We continuously focus on • driving sustainable
operational excellence, benchmark • 10 manufacturing • 12 manufacturing and • 745,478 units produced • 3,33,581
performance, continuous innovation, facilities engineering facilities mobility solutions (including cars produced at FIAPL units produced
and improvement in automotive • 2 R&D/engineering • 7 technology hubs Excellence Team work Joint operating facility)
• exceeding customer
manufacturing processes. and design centres
This supports our strong and expectations, and
sustainable growth. • creating a highly
engaged work force
Intellectual Capital • 9 design • 311 foreign design Customer Speed • 21 design applications granted • 146 designs
As a customer-centric organisation, applications filed applications filed (15 Indian Design Grant, approved (registered
focus Cars and Sport 6 Foreign design grant) or granted)
we embrace technological • 125 patent • 176 foreign patents filed
development, innovations and focus applications filed Utility Vehicles • 56 patents granted (53 Indian • 455 patents granted
on collaboration to deliver world- Grant, 3 Foreign Grant)
class products. Value chain
Human Capital • 52,351 total employees • 4,517 permanent • 6.5% female in total workforce • 18.3% female in
As an innovation-driven business, we • 25,588 management Innovation and Design and • 8.9% total Employee Turnover rate total workforce
focus on creating culture of diversity permanent employees cadre employees • 0.02 per 200,000
Technology Engineering • 6.7% voluntary employee
and safety and endeavour to attract • 26,763 • 29,340 non- turnover rate hours LTIFR
the best talent and bringing life to temporary employees management staff Truck and
our strategy. such as unionised • 0.23 LTIFR
• 3,526 employees in Buses
hourly workers Strategic
Research & Development
• 1,868 contractual/ Sourcing
temporary staff
including casual workers Mobility Service
Manufacturing
Social and Relationship Capital • `23.69 crore spent • 7,91,298 lives impacted through
on CSR Operations CSR initiatives
We built long-standing relationships
with employees, suppliers, dealers, • 28,558 hours
customers, end users and uplift the volunteered Customer Service
communities where we operate to by employees Network Defence
maintain and strengthen our licence Logistics
to operate.
Natural Capital • 1.20 GJ/vehicle specific • 1,133,506 MWh • 54,793 tCO 2e Scope 1 emissions • 118,503 tCO 2e Scope
We are proactively working towards direct energy consumed energy consumed Global Sales Financial • 3,02,511 tCO 2e Scope 2 emissions 1 emissions
enhancing our positive impact • 2.34 GJ/vehicle • 1,658,929 m3 Network Services • 0.075 tCO 2e/vehicle specific Scope • 117,939 tCO 2e Scope
on the natural environment. As a specific indirect water consumed 1 emissions 2 emissions
resource-intensive business, we energy consumed • 41% share of
focus on climate change, energy • 0.414 tCO 2e/vehicle specific Scope
• 3.54 GJ/vehicle specific 2 emissions Renewable Energy
efficiency, water conservation, and total energy consumed in total energy consumed
waste management. • 12.8% share of Renewable
• 44,29,504 m3 Energy in total energy consumed
water withdrawal
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Stakeholder engagement
• Emergency/Disaster relief activities.
Building relationships
Response to Key issues Key issues in FY22
Example, COVID-19 relief • Working capital management • Legacy of process and protocol of
• Celebration and participation in local by introducing various bill collaborating institutions.
for symbiotic growth

community events. marketing schemes. • Ensuring technical alignment
Key issues in FY22 • Direct engagement with semiconductor with customer requirement and
• Malnutrition and other health issues. suppliers to improve allocation of chips. regulatory needs.
• Education-related: Addressing gaps Specify alternate available chipsets. Engagement Platforms
Stakeholder engagement is at the heart of our business model. Investors, employees, in learning levels; skilling; increasing • Drive cost optimisation through VAVE, • Collaborative need based engagements
employability, even for school dropouts. strategic engagements with key raw
customers, regulators, communities, suppliers, dealers, media and academic institutions • Spreading environmental awareness material suppliers and others.
on mutually beneficial projects.
• Case-based meetings.
are our key stakeholders. We continuously engage with them to understand and resolve and facilitating plantation.
Response to Key issues
• Providing disaster relief.
their concerns through effective stakeholder management framework. • Efforts to simplify processes
Response to Key issues and protocols.
Key details of our stakeholder engagement mechanism and outcomes have been provided below. Issue-focused programmes being run: Dealers & service centres
• Engagement to improve sharpness and
• Emerging situations in • Health: Aarogya Why are they important? practicality of project outputs.
Engagement Platforms
business environment. • Education: Vidyadhanam • Market share improvement. • Participation in academic events and
• Team touch point, skip level meetings,
Investors & Shareholders • Skilling: Kaushalya • Improve and enhance sharing business context.
quarterly town hall, accolades –
Key issues in FY22 • Environment: Vasundhara customer experience.
Why are they important? rewards & recognition platform, culture
• Obtaining permissions /licenses / • Affirmative Action: Aadhar and Key issues in FY22
• They have financial stake in the survey and pulse survey, round table
clarifications/ waivers /business Employee Volunteering • (PV) product complaints,
Company and play a major and with senior leadership, ask me anything
vital role in the success and growth forums, self-directed teams.
development approvals/vendor and customer experience consistency, Media
logistical support /recoveries as per – digitalisation opportunities.
of Company. Why are they important?
Response to Key issues group requirement. • (CV) Ordering complexity and • Media is a channel through which we
Key issues in FY22 • Transparent job postings through
Engagement Platforms Suppliers/service providers turnaround time, reduction in inventory can inform, persuade and enlighten our
• Timely business updates and updates Career Xplore – IJP program, Exposure Why are they important? cost, timely settlement of claims, timely
• Strategic representation and meetings stakeholders about the brand.
on material events, enhancing level of opportunities through GEMS program, • Expedite and optimise time to market support from insurance surveyors.
with govt agencies. • They are considered as a credible
disclosures, compliances. Accolades – launch of Rewards & for new products by leveraging
• Representation through trade bodies. Engagement Platforms source for brand advocacy.
Recognition program, Inner Circle – supplier technologies across Tata
Engagement Platforms Response to Key issues • Dealer meetings, visits, audits, • Brings in third-party / non-
leadership development program, Motors products.
• Investor meets, investor calls, press • Issues are resolved through regular dealer council, joint programmes & biased endorsement, helps enlist
Driving culture of self-directed teams at • Ensure seamless supplies for
releases and mail updates, email interactions, representations, and sustainability initiatives. stakeholders’ trust.
shop floor, focused efforts on Industry ongoing production by creating
support for investor queries. 4.0 and CESS initiatives. discussions with the key stakeholders. Response to Key issues Key issues in FY22
adequate capacities.
Response to Key issues • (PV) Rapid Response Teams for • Need for regular internal and external
• Spare part supplies across product
• For material events and quarterly product complaint resolution, sustained communication to amplify key
lifecycle requirements.
results, updates are given and actions & monitoring through identified themes/storylines.
Communities Key issues in FY22 proactive intervention.
separate investor calls held (e.g. for Customers Engagement Platforms
• Plant restart and capacity ramp up post • (CV) Introduction of Digi-VOR (Vehicle
semiconductor crisis & TPG Rise Why are they important? Why are they important? • Media Interviews, press releases,
lockdown due to the COVID-19 pandemic. Off Road) system for faster VOR
Climate investment event, separate • Engage with customers for ensuring • Improving the quality of authored articles, participation in
• Additional demand fulfilment for ordering and supply, implementation of
investor call was held.) All compliances, satisfaction and retention. life for our dependent and industry forums as guest speaker,
semiconductors due to global demand TOPS (Transformation Of Parts Supplies)
grievances are addressed in a time- neighbouring communities. engaging creatives/posts on
Key issues in FY22 • Acting as a responsible corporate
supply deficit. for accurate order requirement.
bound manner. social media.
• Product and service related issues • Commodity price inflation.
citizen, managing relationships, brand
Response to Key issues
Engagement Platforms building and developing trust. Engagement Platforms
• Accelerated participation in
• Customer meets, feedback calls, • Enhancing business-connect. • Early vendor involvement in product
industry stories.
Employees home visits. • Promoting inclusive and design and development. Experts/Academic and
• Press releases issued for
equitable development. • Structured engagement through annual Research Institutions
Why are they important? Response to Key issues key milestones.
supplier conference, zonal meets and Why are they important?
• They are key assets driving our culture • Resolution of issues raised by customers,
Engagement Platforms • Leveraged topical days to
supplier council meets. • Intellectual partnerships to undertake
of innovation and growth. • Awareness building through people- publish engaging content on the
proactive actions on product quality • Periodic interactions to drive ongoing
friendly engagement tools like street research and development of products identified theme.
improvement, dealer manpower training product improvements.
Key issues in FY22 plays and folk songs. and technology. • Contributed articles on key topics.
• Build strong employee engagement, • Supplier technology days to understand • Need to up-skill and re-skill employees.
• Community meetings matching • Participated in forums/webinars.
Recognition and Rewards, building and align supplier technologies that • Endorsement, certification and
the routines and availability of
strong organisational culture, can be deployed in Tata Motors validation of new interventions.
the beneficiaries.
leadership development, cess
Regulators/Government products.
• Recognition and felicitation through
capability, union engagement. Why are they important? interaction with the board members,
• Impact of policies/regulations
senior leadership.
68 introduced by the Govt. Integrated Report 2021-22 69
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Materiality assessment
Mapping our priorities

Materiality assessment helps to define the environmental, social and
governance (ESG) areas that matter the most to our business and our
stakeholders. We engage with internal and external stakeholders and
identify material issues that impact our ability to create value.
Tata Motors carried out a detailed materiality assessment in FY21 and
we continue to focus on those areas of strategic importance.
Social
1 2 3 4 5 High Significance Medium Significance Low Significance
ESG topics relevant Curated Stakeholders Stakeholder Review of
to Tata Motors questionnaires scored each topic responses were identified key • Customer Health & Safety • Labour practices • Marketing & Labelling
were identified by based on selected on its impact on mapped on a material topics by • Occupational Health & Safety • Employment & Welfare • Supplier Social Assessment
mapping disclosure ESG topics designed our business and priority scale of Tata Motors senior • Human Capital Development • Public Policy
requirements and communicated sustainability and High-Medium- management. • Socio-economic Impacts • Freedom of Association &
of various ESG with identified its importance Low to identify key • Automotive Cyber Security Collective Bargaining
frameworks and stakeholder groups to stakeholder material topics.
• Community Welfare
Tata Motors ESG and Tata Motors groups.
rating. leadership team.
UN SDGs : Capitals impacted :

Tata Motors material topics
Governance
Environment High Significance Medium Significance Low Significance
• Ethical Business Conduct • Research & Development

High Significance Medium Significance Low Significance
• Governance • Tax
• Stakeholder Centricity • Economic Performance
• Adoption of Clean Technology • Value Chain Environment Management • Biodiversity
• Vehicle Life Cycle Analysis • Water & Effluents • Material Management
• Greenhouse Gas Emissions • Fleet Fuel Economy UN SDGs : Capitals impacted :
• Energy Management • Air Emissions
• Vehicle Use Phase Emissions Capitals
• Environmental Management Systems
• Waste Management

UN SDGs : Capitals impacted :

6-107 108-231 232-458
Risk management
Steering a steady course through

dynamic risk evaluation
At Tata Motors, we monitor the external environment to capitalise on emerging
opportunities and proactively undertake measures to mitigate associated risks. We
have established a robust risk governance framework that not only evaluates the 1
High
nature of risks, but also dynamically assesses their likelihood and significance on our 3
2
value creation abilities. 4

5
6
7
Our Enterprise Risk Management Framework 8
At Tata Motors, we have a strong enterprise risk management framework for identifying, assessing, 9
managing, and monitoring principal risks that could affect our business. 10
Probability of occurrence
Governance Framework
Operational : 1 , 4 , 7 , 10
Board Strategic : 2 , 5 , 6 , 9
Low
Low High Financial : 3
Legal & Compliance : 8

Risk Management Committee (RMC)
Severity of impact
Management Oversight Committee (MOC) Operational Strategic Financial Legal & Compliance
1 Supply chain disruptions & 2 Global economic and 3 Growth strategy and 8 Environmental regulations and
Chief Risk Officer (CRO) / Risk Function commodity inflation geopolitical environment, competitive business compliance
COVID-19 pandemic and efficiency
manufacturing operations
Collaborate Collaborate
4 Distribution channels, 5 Brand Positioning, innovation
retailer network and and rapid technology change
Tata Motors Subsidiaries / JVs / Associates customer service delivery
SRC (Strategic Review Committee) Major subsidiaries (mandatory) 7 IT Systems and Security 6 Jaguar Land Rover
TRC (Technical Review Committee) • Governance for management electrification transformation
PRC (Product Review Committee) review of 'Risk'
SC (Steering Committee) Other subsidiaries 10 Human Capital 9 Climate change
PC (Product Committee) • Recommendatory

6-107 108-231 232-458
Risk management
Principal risks Description Consequences Mitigations and opportunities Principal risks Description Consequences Mitigations and opportunities
Our ability to supply Supply chain disruptions, if An effective supply chain risk management Delivering on our business If our business is unable to Jaguar Land Rover Reimagine strategy
1 components to our not managed, could have an framework enables early, proactive, 3 and strategic objectives, compete effectively on cost delivers three platforms which includes a
manufacturing operations adverse effect on production engagement with our suppliers to identify including electrification we may experience lower than pure BEV for the Jaguar brand, a native
Supply chain at the required time is of volume, revenue and profitability, and mitigate potential disruptions. A key Growth strategy transformation for Jaguar expected returns on our future BEV for EMA and a flex for MLA, enabling
disruptions paramount importance customer satisfaction and component of Jaguar Land Rover's Refocus and competitive
Land Rover and sustaining investments which may make us an acceleration of its electrification
& commodity in achieving production reputation. In addition to Transformation programme focuses business
the turnaround journey unable to deliver on our financial transformation and its journey towards net
inflation schedules and meeting the disruption caused by the specifically on the resilience of its supply chain efficiency
and achieving a structural objectives in the future. This may zero carbon emissions target in 2039.
consumer demand. We are pandemic, associated supply and the efficiency of launching its models to
also witnessing disruptions on constraints of semiconductors market. We work closely with our suppliers transformation is key to limit our ability to reduce net debt
Jaguar Land Rover has launched Refocus
account of recent COVID-19 have impacted many industries to define inventory maintenance norms, realising our planned future in the future as planned which
programme to support the delivery of its
lockdowns in China. including automotive. As the build safety stocks, explore localisation and profitability and cash could reduce our ability to raise
Reimagine objectives. This operational
transition to electrified vehicles alternative sources, among others. generation through return on new debt and invest further in
transformation programme includes focus
Recently commodity prices, continues the skills, processes our investments. new products in the future.
especially precious metals and technologies required to We have taken several initiatives to mitigate on ensuring timley new product delivery to
have experienced significant ensure continuity of supply will semiconductor crisis, including by engaging We are also expanding our market, and management of the cost base
volatality. Steel, which is change, so securing these supply with suppliers and chip manufacturers, growth in domestic business of the business while also ensuring that
a principle component for chains is business critical. optimising chips, deploy altering designs and with a focus on large scale we maximise profitability on our sales. We
commercial vehicles, has using premium freight services to replenish
fleet under pay-per-use model. maintain strong liquidity in the business to
witnessed exponential price Raw materials comprise almost the inventories, among others. We continue
65% of our total costs. If we are to maintain and develop strong partnerships Such large contracts come with ensure that we can navigate any funding
increases. execution risks. If we are unable challenges may arise in the future.
unable to find substitutes for with key strategic suppliers, including for
such raw materials or pass price electrification to ensure a stable future supply to comply with various terms of
Appropriate business model / financial
increases on to customers by of components. agreement or fulfill the necessary
structuring is being worked upon to address
raising prices, or to safeguard the specifications and timelines, it
supply of scarce raw materials, We have been taking steps to find substitutes, risks for execution of large scale contracts,
would adversely damage our
our vehicle production, business protect volatility by way of hedging and including contracts entered according to pay-
taking price increases in a calibrated way to reputation and also significantly
and results from operations could per-use model.
somehow mitigate the impact of price rise. impact our financial performance
be materially affected.
and results of operations.
We are exposed to changes We rely on certain key markets, We continue to closely monitor, and risk assess Every customer must receive Inconsistent customer experience Significant steps have been taken to improve
2 in the global economic and including the United Kingdom, global developments, implementing mitigation 4 a seamless and consistent impacts the satisfaction and dealer profitability and financial health. Online
geopolitical environment, as China, North America, India plans as necessary and we continue to maintain
hassle-free experience. retention of existing customers, channels have been simplified to enhance the
Global economic well as other external factors and continental Europe, from a balanced sales profile across our key sales Distribution Customers must be delighted and the attraction of new customer online experience. Retailer systems
and geopolitical including but not limited to which we derive a substantial regions. Our diverse global customer base gives channels,
environment, trade tensions, portion of our revenues. A decline us the flexibility to react to regional changes in at every step. Our retailer customers. Failure to deliver an and tools have been enhanced, supporting
retailer
COVID-19 protectionism, wars, in demand for our vehicles demand by adjusting our sales mix into other partners reflect our brand exceptional sales and service retailer sales, service and technician
network and
pandemic and terrorism, natural disasters, in these major markets may markets while we may adjust product features strategy and vision, and must experience through on-line representatives to deliver a seamless and
customer
manufacturing humanitarian challenges significantly impair our business, or content should we face supply challenges in effectively communicate and physical retailer channels consistent hassle-free customer experience,
service delivery
operations and pandemics that may financial condition and results of the future. our values, with trained and will lead to a weakening in increasing our Sales and Service customer
adversely impact our operations. capable representatives, our competitive positioning, satisfaction. Furthermore, other several other
business. Manufacturing works closely with the
Our international presence Purchasing and Supply Chain functions to to continue to successfully potentially impacting our initiatives have been undertaken in past years
Manufacturing operations
and global sales profile means monitor and manage suppliers that pose part appeal to new and existing business and financial for hassle free sales and improved after sales
are at the heart of our value
that our business could be supply risks to production. Data analytics tools customers, and driving high performance as a result. experience (e.g., SOTA - Software Over the Air
chain, and any losses to
scheduled production will significantly impacted by in the and integrated S&OP tools have been set up customer satisfaction and and FOTA and Features Over The Air services
external environment, globally or to monitor volatile demand and managing We may be compelled to invest
have a detrimental effect on retention, both for Sales and now in development), Fleet Edge, Sampoorna
locally. Our global supply chain inventories efficiently. newer evolving distribution
both financial performance, Services. Seva, Uptime guarantee.
could also be negatively affected models such as D2C, and we
customer delivery and Multiple response measures have been
satisfaction. The COVID-19 by disruption caused by external need to constantly evolve and
factors in the future. As a result, implemented to ensure our sites are COVID-19
pandemic and Brexit have meet consumer preferences and
our business could be adversely safe working environments. There has been
increased our production extensive engagement with labour unions new market trends.
continuity risk exposure. affected through lower sales in
each region. Any disruptions to and several steps and welfare measures have
our manufacturing operations been taken to ensure safety and well-being of
and losses in vehicle production employees.
could results.
Capitals

6-107 108-231 232-458
Risk management
Principal risks Description Consequences Mitigations and opportunities Principal risks Description Consequences Mitigations and opportunities
Brand positioning is Our potential inability to Our approach of taking ‘Every regulatory We are subject to a We may face reputational Robust mechanism for ensuring proactive
5 becoming increasingly successfully position, maintain change as an opportunity to enhance value 8 continually evolving damage, which could materially compliance and continual compliance
challenging in a dynamic and articulate the strength of to customer and increase competitiveness' regulatory landscape with its impact our brands and sales, if evaluation.
Brand automotive market with our brands as well as failing helped us establish superiority of our BSVI Environmental associated laws, regulations we fail to maintain the mandated
positioning, more intense competition to develop new products and range with improvement in market share. regulations and and policies that have an environmental compliances. Culture of compliance is embedded by
educating employees and creating systems
innovation from existing OEMs and technologies that meet customer Passenger vehicles business has witnessed compliance influence on our products
new disruptive entrants, preferences, or not being able significant turnaround and perception change and operations. that ensure compliance requirements are met
and rapid
particularly the electric to sufficiently invest in brand in past 2 years. We have stepped up product on a continuous and proactive basis.
technology
change vehicle segment. building, could impact demand launches, sustainable mobility solutions, new
Our future success depends for our products. business avenues and have been front-
on our ability to stay attuned runners in EV’s in India.
to evolving automotive Delays in the launch of
trends and to satisfy technologically intensive Under the Reimagine strategy both of Jaguar
changing customer demands products, or the relative Land Rover brands continue its Modern
by offering innovative obsolescence of existing Luxury vision to support its brand position Climate Change poses acute Extreme weather events may Simulate climate change physical risks,
products in a timely manner technology in our products could in the market, with Jaguar relaunching as an 9 and chronic physical risks to disrupt supply chain and our baseline and develop long-term transition
and maintaining product impact sales as customers may all-electric brand from 2025 targeting a more our operations and our value operations adversely affecting roadmap.
competitiveness and quality. choose to purchase products premium segment of the market. As part of Climate Change chain. our ability to fulfil demand.
from competitors and/or the the Reimagine strategy Jaguar Land Rover Transition to low-carbon products in a
sale of our products could be is increasing collaboration and partnerships Climate Change also Evolving customer choices planned and systematic manner across
prohibited in certain markets. both within the Tata Group and with external poses transition risks to leading to increased demand for passenger and commercial vehicles.
organisations in a number of areas to ensure our business which include low-carbon vehicles.
technological advances Build resilience into the value chain and
we can meet our customer expectations.
in products and evolving Policy direction requiring us to integrate low-carbon agenda into business
market and policy landscape adopt low carbon manufacturing. strategy.
changes. Carbon pricing mandates may
Jaguar Land Rover Potential inability to ensure a Jaguar Land Rover Reimagine strategy
potentially enhance transition
6 electrification transformation robust and effective transition will deliver three platforms, including a
is fundamental to its towards electrification, could pure BEV for the Jaguar brand, a native risk.
JLR’s Reimagine strategy and result in non-compliance with BEV for EMA and a flex platform for MLA,
electrification sustainable future. It’s vitally environmental regulations, an enabling an acceleration of its electrification
transformation important to ensure that uncompetitive product portfolio transformation and its journey towards Our business requires an If we fail to attract, retain, A key aspect of our strategy is to develop
the product, business and and a deterioration in financial net zero carbon emissions target in 2039. 10 engaged workforce with engage and develop a diverse an agile, capable organisation and culture
service related aspects are performance Strategic options for its battery requirements, core capabilities in new and workforce with critical skills and through changes to ways of working,
cohesive, timely and relevant services and software have been evaluated Human Capital emerging skill areas and capabilities our ability to deliver significant ACES upskilling, and the
in the dynamic external and are in the process of being integrated into a collaborative, innovative innovative products and services introduction of a new business purpose and
environment. delivery plans. and inclusive culture for will be constrained and we will supporting behaviours. Our four culture pillars
our transformation to be be prevented from deploying the for Tata Motors-be bold, owning it, solving
successful. The safety, agility and speed of delivery that together, being empathetic focus on these
wellbeing and engagement is essential within the dynamic aspects. Leveraging the digital capability and
We are a global enterprise Successful cyber-attacks could Information risk and cyber security are of our employees is automotive industry. solutions through In Digital, as part of Jaguar
7 with an enviable reputation cause significant business managed strategically, through a cohesive paramount and needs to Land Rover refocus program enables a more
and are undergoing radical disruption to us, affecting our programme of initiatives, to improve risk be maintained in the face efficient, focused and productive workforce.
IT Systems and transformation. As technology ability to deliver products and and maturity of cyber capabilities. Jaguar of a challenging external Our diversity and inclusion strategy will
Security is increasingly central to our services for our customers. In Land Rover significant investment is driving environment and through make the most of the uniting power of our
business, safeguarding our extreme situations this could measurable improvements in cyber defence the transformation of our differences and the unique qualities that each
information assets, ensuring affect the personal safety of and other core security capabilities (e.g., organisation. of our workforce brings.
privacy and reducing human our customers and colleagues. security ecosystem, supply chain security, risk
risk are paramount. Like Regulatory and statutory governance and cultural change).
other organisations, we are requirements are increasing,
operating in a perilous cyber and failure to meet these
climate, making it a constant obligations, such as privacy
target for cyber-crime. We and data protection law, could
strive to reduce information result in enforcement action,
cyber security risks and fines, reputational and financial
continue to deliver great damage.
experiences for our customers
and value for our shareholders.
Capitals

6-107 108-231 232-458
Governance
Achieving business Guiding the value-creation process

The Board guides and oversees our value-creation
process. The principal areas it focuses on are:
Evaluation of effectiveness
In keeping with the global best practices for maintaining
robust internal controls and governance standards, our
performance with integrity • Directing, supervising and controlling the

performance of the Company
Board of Directors are also subject to evaluation and the
criteria that are used for evaluating their performance
are explained below:
• Reviewing whether the Company is progressing as
The Tata lineage of ethical and transparent governance practices characterises per strategic plans • Composition and structure
• Effectiveness of Board meetings, processes,
Tata Motors and our corporate governance philosophy upholds the highest • Monitoring the responsibilities delegated to
information flow and coordination with
Board Committees, to ensure proper and
standards of professionalism and integrity. Our Board of Directors command a effective governance and to control of the executive management
wealth of experience and are mandated to act with complete independence and Company’s activities • Individually, Directors are evaluated as per their:
• Establishing and closely monitoring the risk – Contribution to the Board and Board Committee
impartiality in the best interests of the company and its stakeholders. They set the management process of the organisation meetings
strategic direction and help us to navigate the complexities of the external world. • Closely monitoring the financial, as well as the
– Preparation on the issues to be discussed
– Both number of meetings attended as well as, the
non-financial or ESG performance aspects of
nature of their contributions in these meetings
the Company
Code of Conduct Sexual harassment cases

The Tata Code of Conduct is based on five foundational (nos.)
values of Unity, Integrity, Responsibility, Pioneering and 9
Excellence, which reflect the essence of what the Tata FY22
8* Committees & meetings
brand embodies. The Tata Code of Conduct applies
1
across all Tata Group companies and our stakeholder FY21
1** Board Audit Nomination & Stakeholder’s
groups covering employees, customers, the communities
12 Committee Remuneration Relationship
that we operate in, our value chain partners, our FY20
12 Committee Committee
business associates and financial stakeholders and the
governments of the countries that we operate in. Received
Closed
90% 100% 100% 100%
The Board of Directors are also responsible for ensuring Attendance Attendance Attendance Attendance
that the Company's direct business activities and those *Complaint raised on March 9, 2022 is open and
of its value-chain partners remain in compliance with the
9 4 3 3
enquiry is going on.
letter and spirit of the Tata Code of Conduct and any other **Withdrawn by complainant, therefore closed.
affiliated norms that are observed within the Company. Members Members Members Members
8 7 5 3
Meetings Meetings Meetings Meetings
Enhancing Board efficacy Whistle-blower cases
Key skills, expertise and diversity that the (nos.)
Board carries 112 Corporate Social Risk Management Safety, Health and Allotment
FY22
Our Board comprises qualified members who bring in 85 Responsibility Committee Sustainability Committee
relevant skills, competence and expertise that help to 132 Committee
FY21
guide and shape the Company’s competitive position and 94
strategic way forward. The mix of skills available with the
Board are very diverse and range across entrepreneurial FY20
148 100% 100% 100% 100%
92 Attendance Attendance Attendance Attendance
and leadership oriented, engineering and technology,
finance, global business, as well as well-entrenched Received
experience in the automobile industry and in leading Closed 4 4 3 4
mergers and acquisitions. There is great diversity also in Members Members Members Members
terms of age, years of experience within the organisation
and gender, and this enriches their insights.
3 3 3 3
Meetings Meetings Meetings Meetings

6-107 108-231 232-458
Governance
Mr. Ratan N Tata Board Committees and their responsibilities

Chairman Emeritus Average age of Directors on The Audit Committee reviews The Corporate Social
the Board (years) quarterly/annual financial Responsibility Committee
Board of Directors – Tata Motors Limited 61 statements, adequacy of internal formulates and recommends
51 71 control systems, internal audit the CSR policy to the Board and
reports and ensure independence monitors CSR budget, activities
of auditors. and expenditure.
Average Tenure on the The Nomination and The Risk Management Committee
Board (years) Remuneration Committee provides assists the Board in overseeing
2 various recommendations to the the risk management process,
Board including the set up and controls, risk tolerance, mitigation
0 5 composition of the Board and its and reviewing the Company’s
Committees, the Remuneration risk governance.
Mr. N Chandrasekaran Mr. Om Prakash Bhatt Ms. Hanne Sorensen Policy, HR Policies and culture.
Average tenure of Independent The Safety, Health and
Non-Executive Director and Chairman Non-Executive, Independent Director Non-Executive, Independent Director
Directors on the Board (years) The Stakeholders’ Relationship Sustainability Committee reviews
C C C C 3 Committee reviews statutory the Company’s performance on SHS
compliances and services relating to aspects, including ESG and oversees
0 5
security holders, dividend payments the implementation of relevant
and performance of Registrar and policies and strategies.
Transfer Agents.
Tata Motors Limited
Mr. Om Prakash Bhatt Gender-wise breakup of Directors
Ms. Hanne Sorensen
Ms. Vedika Bhandarkar
Mr. Mitsuhiko Yamashita
Ms. Vedika Bhandarkar Mr. Mitsuhiko Yamashita Mr. Kosaraju V Chowdary
Non-Executive, Independent Director Non-Executive, Non-Independent Director Non-Executive, Independent Director
Mr. Kosaraju V Chowdary
Mr. Al-Noor Ramji
C C
Mr. Thierry Bolloré
Mr. Girish Wagh
Jaguar Land Rover

Automotive PLC Male Female
Mr. Thierry Bolloré
Mr. P B Balaji
Mr. Nasser Munjee Profile of Board of Directors
Mr. Charles Nichols
Mr. Al-Noor Ramji
Mr. Al-Noor Ramji Mr. Thierry Bolloré Mr. Girish Wagh
Mr. Andrew M. Robb
Non-Executive, Independent Director Non-Executive Director Executive Director
Ms. Hanne Sorensen
Sir Ralf D Speth
Committees Audit Nomination and Remuneration Stakeholders’ Relationship Corporate Social Responsibility
Members common to
Risk Management* Safety, Health and Sustainability both the Boards
C Chairperson Member Mr. N Chandrasekaran
*Note: Group Chief Financial Officer, Mr. P B Balaji is a member of the Risk Management Committee as well.
Mr. M Yamashita attends as an Invitee, Audit Committee Meetings held for considering of Financial Statements. Mr. Thierry Bolloré
Please visit www.tatamotors.com/about-us/leadership/ for the detailed profiles of the Board members.
Ms. Hanne Sorensen Non-executive Directors Independent Directors Executive Directors
Mr. Al-Noor Ramji

Sustainability
Review
We integrate sustainability
into our products, operations
and work processes to create
value and contribute to
sustainable development.
6-107 108-231 232-458
Environment
Key interventions undertaken to reduce

Tata Motors – Energy and
Safeguarding
emissions during the year
GHG emissions We are a signatory to RE100 - a global
collaborative initiative of influential businesses
Our endeavour is to decouple our operational
committed to use of 100% renewable power.
nature for
growth from GHG emissions thereby reducing
Our approach includes investment in captive
energy costs and mitigating GHG emissions.
wind power as well as power purchase
Energy efficiency of our processes and
agreements with renewable energy producers
posterity,
increased renewable energy use are our major
and in-house generation through rooftop
drivers to reduce GHG emissions from our
solar power to increase the percentage of
manufacturing operations.
renewable energy utilised.
producing Energy consumption (GJ)
32.3% 29.8%
Share of renewable power in total power
consumption
responsibly
(%)
FY22 8,79,239 17,11,152 25,90,391 60 bps
FY21 6,64,746 13,18,489 19,83,235 FY22 19.4

Tata Motors has been investing in sustainable to this strategy is the electrification of both the Land 8,79,239
mobility for safety, emission reduction and Rover and Jaguar brands, which envisages electric FY20 9,14,947 14,87,049 24,01,996 FY21 20.0
environmentally-sustainable materials as vehicles as the mainstream product line-up within a FY20 21.4
a priority, going far beyond compliance. progressively zero-carbon value chain. Jaguar Land Direct energy In-direct energy
We are leading the way, for over several Rover's transformational product strategy is aligned
decades, as a benchmark corporation with a with its future business vision. Over the next five years, Specific GHG (Scope 1+2) emissions Renewable power
community conscience. Land Rover will welcome six all electric variants, across (tCO2 e/vehicle) (million kWh)
Building on this leadership position and on the two architectures – the flexible Modular Longitudinal
backdrop of the global focus on Climate Change, Architecture (MLA) and the Electric Modular Architecture 16.9% 26.0%
natural resource conservation and biodiversity loss, (EMA). From 2024, a pure-electric Range Rover will join
we have re-examined the Sustainability Agenda the family. Given the accelerated EV push for Jaguar FY22 0.49 FY22 92.39
on how to elevate our Sustainability Ambition to Land Rover a well-defined roadmap is already in place.
FY21 0.59 FY21 73.33
Global leadership levels and align, translate and
integrate them into our entire value chain. FY20 0.69 FY20 88.43
We have articulated our sustainability and
climate change policies that address key climate
change issues related to products, processes
Jaguar Land Rover: Our Reimagine Total on-site renewable power
strategy will accelerate integration of installations (MWp)
and services, and are committed to reducing
the greenhouse gas emissions throughout Sustainability into all aspects of business. In FY22, Tata Motors generated/
the lifecycle of our products. Greenhouse gas Using the Science Based Targets initiative (SBTi) as the sourced 92.39 million kWh of 89.1%
emissions from our manufacturing operations
are generated from combustion of fossil fuels
reference and validation framework, we have committed
to approved science-based targets as part of our carbon
renewable electricity for its FY22 34.31
and power consumption. In line with our reduction strategy. This will see us reduce absolute Scope 1 manufacturing operations, FY21 18.14
Climate Change Policy, we are consciously
working towards mitigating these emissions by
and 2 greenhouse gas (GHG) emissions by 46% by FY30 from which is 19.4% of the total FY20 16.04
a FY20 base year. We also commit to reduce Scope 3 GHG
improving energy. emissions from purchased goods and services and use of power consumption leading
Jaguar Land Rover’s Reimagine strategy sets sold products by 54% per car by FY30 from a FY20 base year. to avoidance of 72,992
These targets are consistent with reductions required to keep Read more 126
out the roadmap towards a sustainability-
rich future of modern luxury, unique customer warming to 1.5°C above pre-industrial levels. tCO2e avoidance.
experiences, and positive societal impact. Central

6-107 108-231 232-458
Environment (Tata Motors & JLR)
Jaguar Land Rover – Operational energy consumption (MWh)
Energy and GHG emissions 0.14%

Jaguar Land Rover continues to purchase 100%
renewable-backed electricity for all its core UK FY22
operations. Over the last year, we have focused 1,133,506
relenlessly on reducing non-essential energy FY21 1,135,049
use; on improving transparency in usage data
FY20 1,358,225
and on capturing the real-time consumption
information. Measures like changes
made to air handling units and shutdown Operational carbon emissions (tCO2 e)
processes and equipment replacement have (Location based)
significantly enhanced process efficiencies.
All our emissions-related data is compiled in 2.2% 12.7%
accordance with the Greenhouse Gas Protocol
for Corporate Accounting and Reporting.
FY22 118,503 117,939 236, 442
FY21 121,149 135,098 256,246
FY20 148,753 157,316 306,070

Case study
Scope 1 covers direct emissions from owned or
Creating landmarks in green controlled sources
Scope 2 covers indirect emissions from the
manufacturing: India’s largest generation of purchased electricity and steam
solar carport
India’s largest grid-synchronised, 6.2 MWp Note:
−Energy data includes purchased gas, electricity and steam
solar carport setup created at Car Plant −50% of China JV data due to financial control
Chikhali, Pune. Covering 30,000 square −Sites in scope Solihull, Halewood, Castle Bromwich, Engine
meters, this carport will not only generate Manufacturing Centre, Gaydon, Whitley, Nitra, Brazil, CJLR
(50% data due to financial ownership)
green power, but will also provide covered
parking for finished cars in the plant.
Energy conservation (ENCON) projects have been implemented at all Tata Motors plants and offices in a planned
and budgeted manner. These ENCON efforts in FY22 have resulted in energy savings of 59,766 GJ (37,944 GJ from
power + 21,822 GJ from fuel), with 9,664 tCO2e of emissions avoided.
Scope 3 emissions (tCO2 e)
65,364 13,711 71,53,468

1
Purchased Goods & Services:
Based on engagement with 108
suppliers in FY22
2
Employee Commuting: Emissions
Purchased goods Employee commuting 2
Use of sold products7 from Company buses.
and services1 3
Waste generated in operations:
Includes emissions from
7,253 2,580 2,124

composting of biodegradable
waste, incineration & landfill of
hazardous waste.
4
Franchises: Based on engagement
Franchises (Tata Motors Waste generated Business travel with 73 Channel partners in FY22
downstream value chain) 4 in operations3 5
Upstream leased assets: Emissions
from Company offices (rented)
1,051 21,441 86,438 Upstream transportation &

6
distribution: Based on engagement

with 108 suppliers in FY22
Upstream Leased Assets 5
Upstream transportation Fuel and energy related
7
Use of sold products: Emissions
from PVs
and distribution6 activities

6-107 108-231 232-458
Environment
Waste management
Waste management forms a critical part of
Water conservation Tata Motors operational eco-efficiency. In FY22,
we sustained efforts across Plants to divert
Tata Motors acknowledges the significance hazardous waste from landfill/incineration and
of water as a shared and scarce resource. derive value from the same. Several Plants
We are committed to use water efficiently by divert hazardous wastes for energy recovery
maximising effluent recycling and re-use at through co-processing at cement Plants.
all our manufacturing plants and minimising We will continue this initiative to ultimately
leakage and wastage. We have created water achieve ‘Zero Waste to Landfill’ status for all its
bodies within our manufacturing premises manufacturing operations
using storm water run-off and groundwater
recharge wherever feasible. Waste reduction initiatives are identified and
implemented by employees via Kaizens across
Process water consumption is optimised by our manufacturing plants.
technological interventions and employee
engagement through Kaizen events. These Tata Motors – Operational waste
efforts reduce dependence on fresh water disposed (MT)
sources minimising the risk. We also
take conscious efforts to replenish water
26.9%
through groundwater recharge structures in
communities where we operate.
FY22 6,058 1,32,818 1,38,876
In FY22, Company conserved a total of 9.24
lakh m3 of water through recycling effluent FY21 4,209 1,85,758 1,89,967
and rainwater harvesting, which is 19.7% of
total water consumption. FY20 4,897 1,09,002 1,13,899
Hazardous waste
Non-hazardous waste
Tata Motors – Water withdrawal intensity
(m3 / vehicle ) Waste management lies at the core of Jaguar
Case study Land Rover's sustainable operations lever. This
strategic priority is well integrated into every
27.3%
aspect of our plants’ operations and business
Water stewardship by processes as we follow the principles of circular
Pantnagar and Lucknow FY22 6.06 economy and resource efficiency.
FY21 8.33
Our manufacturing Plants located
in Pantnagar and Lucknow
JLR – Operational waste generated (MT)
FY20 11.05
are model examples of water
stewardship. Both Plants recycle 8.6%
treated effluent for reuse in the JLR – Operational water consumption (m3)
process. Both Plants championed
efficient water use and FY22 8,860 21,148 30,008
24.1%
conservation awareness among
village communities and recharged FY21 6,376 21,262 27,638
more than they consumed in the FY22 1,658,929
entire year through scientifically
FY20 8,583 28,460 37,043
FY21 1,336,479
designed groundwater recharge
structures within and outside FY20
Hazardous waste
1,720,965
Plant premises. Projects were Non-hazardous waste
We at Jaguar Land Rover, know the importance of water undertaken throughout the year
to reduce fresh water abstraction Note: Note:
security to our business, suppliers and communities – we −Water data includes mains water & borehole consumption −Waste data excludes metal and construction waste
all rely on good-quality fresh water. We are striving to by maximising recycling and
−50% of China JV data due to financial control −50% of China JV data due to financial control
reduce our total potable water withdrawal by focusing on minimising leakages. −Sites in scope Solihull, Halewood, Castle Bromwich, Engine −Sites in scope Solihull, Halewood, Castle Bromwich, Engine
how much water comes into our operations and using it Manufacturing Centre, Gaydon, Whitley, Nitra, Brazil, CJLR (50% Manufacturing Centre, Gaydon, Whitley, Nitra, Brazil, CJLR (50%
more efficiently. data due to financial ownership) data due to financial ownership)

6-107 108-231 232-458
Environment
JLR - Circular economy and Compliance is verified via supplier declarations in IMDS
(International Material Data System).
resource efficiency
We know the value of the resources within our cars and The environmental quality requirements for interior
our operations, and it is our goal to make sure we use materials and components (STJLR.51.5229) covers
those resources responsibly. We aim to not send any substances emitted from materials. This includes
waste direct to landfills from our UK manufacturing and thresholds for CMRs (Carcinogens, Mutagens,
product development sites and we strive to reuse and Reprotoxicants), STOT substances (Specific Target Organ
recycle as much as possible, to retain the value of these Toxicity substances) and sensitisers, to minimise the
resources within our business. exposure of these substances to vehicle occupants. Jaguar
Land Rover's TUV Toxproof Certification Requirements for
Our Materiality strategy ensures materials used in Interior Materials introduces restrictions for materials that
our vehicles are sustainable, traceable, respectful come into prolonged contact with the skin. STJLR.51.5229
and without compromise, governed by seven guiding and TUV Toxproof (STJLR.51.5232) are verified via
principles: Circularity, Health & Wellbeing, Lightweight, laboratory reports. These requirements are applicable to
Performance, Provenance, Respectful, and Responsible. all new vehicle programmes, unless specified.
We have already pioneered innovative sustainable
Tata Motors – Circular materials in Jaguar and Land Rover vehicles. Our
economy and recourse Partnering to build India’s
Kvadrat interior with natural wool blend utilises 53
recycled plastic bottles and is 58% lighter than a Assuring traceability through
efficiency sustainability infrastructure leather equivalent. blockchain technology, to bring
Circular economy decouples economic activity The recent launch of India’s vehicle scrapping policy
from the consumption of finite resources. As a
Ultrafabrics PU, featured in the New Range Rover, is what is truly sustainable
has created a favourable environment for a viable a responsible alternative to leather and represents a
responsible automotive company, Tata Motors circular economy that will help both supply and As a part of Jaguar Land Rover's commitment of
progressive approach to luxury materials. It offers all
is working continuously to meet existing demand side forces. offering customers more sustainable and responsible
the tactile qualities of leather but is 30% lighter and
and upcoming environmental regulations by material choices for their vehicle's interiors, we trialled
Tata Motors has signed two Memorandums of Understanding generates only a quarter of the CO2. Jaguar Land
using new technologies and taking voluntary the use of secure blockchain technology to ensure full
with the State Governments of Gujarat and Maharashtra for Rover’s Colour and Materials team continue to explore
initiatives. Some of the pioneering compliance transparency within a sustainable leather supply chain.
the setting up of Registered Vehicle Scrapping Facility (RVSF) new innovations in Materiality for future products, led by
processes that we have initiated are: For the first time in the world, we partnered with supply
for end-of-life passenger and commercial vehicles. These an ethos of aesthetics with ethics.
chain traceability provider Circulor, a leading UK leather
• Continuously focusing on new initiatives to RVSFs will be set up in association with a partner. manufacturer Bridge of Weir Leather Company and the
New Life for Batteries in Energy Storage
track and upgrade our sustainability and The move will have sustained benefits for the ecosystem University of Nottingham.
environmental performance. These include We are committed to re-deploying and re-using
stakeholders and the environment, lower import bill for scrap
our efforts to eliminate the hazardous batteries from our electric vehicles and one significant • A ‘digital twin’ of the raw material was created,
and crude oil, create job opportunities for MSMEs, with the
material, PoP (Persistent Organic Pollutants) use is in energy storage and demand management. We allowing its progress to be tracked through the leather
possible upside in new vehicle sales for OEMs.
and paints from polymeric parts of have partnered with Pramac to develop a portable zero- supply chain, both in the physical and digital form
our products As the country’s largest vehicle maker, we are contributing emission energy storage unit powered by second-life • A combination of GPS data, biometrics and QR codes
towards positive drivers that will accelerate the transition to Jaguar I-PACE batteries. were used to digitally verify the movement of leather at
• The first Indian OEM to become a every step of the process using blockchain technology
sustainable mobility and a circular economy.
member of IMDS (International Material The mobile off grid battery Energy Storage System
Data System) and to publish vehicle (ESS) supplies zero-emission power where access to the
level dismantling information in the main supply is limited or unavailable, with fulfilment
public domain capacities upto 125kWh. Reusing vehicle batteries will
Case study create new circular economy business models for Jaguar
• Our passenger vehicles are compliant with
the Automotive Industry Standard (AIS) 129 Land Rover in energy storage and beyond.
regulations for End-of-Life Vehicles (ELVs) TATA Prolife for commercial vehicles: It’s
not just one life, it’s a longer life Hazardous Substances Commitment
• We have been certified by European Vehicle
Certification Agency for various systems Jaguar Land Rover's Restricted Substance Management
TATA Motors Prolife - a pioneering after-market product
and processes followed for European ELV & Standard (STJLR.99.9999) ensures the phase out
support strategy – provides commercial vehicle customers with
RRR directives. We have an agreement in of restricted substances in line with both legal and
reconditioned aggregates in exchange of old aggregates such
UK to take back and dispose our ELVs by an company-specific requirements. Jaguar Land Rover
as engines, clutch pressure plates, truck cabins, among others.
authorised and certified dismantler prohibits the use of TDCP flame retardants from foams
Remanufacturing of vehicular aggregates is followed by for new models due to its potential hazardous properties.
restoration of factory settings to operate at designed efficiency These requirements are reviewed on an annual basis to
levels. In FY22, 21,149 engines were remanufactured. ensure compliance remains up-to-date and is cascaded
to suppliers through our engineering statement of work.

6-107 108-231 232-458
Social: People
Creating a
workplace
Jaguar Land Rover regards its people as its greatest assets
and that is evidenced by the support provided to our
employees and the communities that are a part of, both
4,517
Permanent management
individually and through our collective efforts as a company.
culture that
cadre employees
We constantly strive to keep the best interests of our
employees in mind, and in May 2021, when our employees
promotes
returned to work in line with the scaling back of COVID-19
restrictions, we formally implemented a hybrid working
model. Placed our trust in our people, we utilised technology
29,340
Non-management staff such as
growth with
to develop a comprehensive scheme that empowered
unionised hourly workmen
employees with the flexibility to manage their working
arrangements and their work location.
empathy This mode has not only enabled greater productivity and
efficiency, hybrid working also supports wellbeing, and gives
employees more control, choice and flexibility over their
1,868
Contractual/temporary staff including
working day. We are committed to remaining supportive casual workers
Our people play a pivotal role in towards our people, both through continued onsite
COVID-19 testing and through the dedicated workspace
realising the Company's vision booking app that helps them get the most from hybrid
Note - Scope includes: Africa, Australia and New
Zealand, Europe, UK, India, rest of Asia, Middle East,
and business objectives, and working arrangements. North America and South America
help in building a better society.
Tata Motors – Diversity and Inclusion

We remain committed to empowering our people and Tata Motors follows a no discrimination policy and fosters workspaces that promote diversity and equal
offering them safe and healthy workspaces to work and SENIOR opportunities. We have measures in place to ensure that our employees, potential hires, third-party support staff
grow in. Diversity, equity and fairplay are values that we MANAGEMENT are not discriminated against, directly or indirectly, for their colour, nationality, gender, trade union membership,
uphold and exemplify through our ways of working. (L2 and above, among others. We have a zero-tolerance policy towards any kind of harassment. Our Diversity Council, at apex
EG2 and above) and unit levels, is tasked with increasing gender diversity in the organisation through various initiatives and
As Tata Motors continues to reinvent itself in its journey
to stay ahead, we ensure that we remain attractive for
128 (0.24%) actions. The leadership reviews the progress of these initiatives and suggests corrective actions, when required.
the best talent in the world and nurture and grow the Focused actions across the diversity and inclusion pillars
exceptional talent we have. In FY22, Tata Motors launched IDDLE MANAGEMENT
(L3, L4, EG3, EG4, TM4, TM5)
an internal initiative to refresh the organisational culture to
define the pillars and key leadership behaviours that best 2457 (4.69%) Communication Women Women in high Work life Increased hiring
exemplify the culture. and sensitisation development and visibility projects integration of women
career pathing • Project EVE • Crèche facility for • Second shifts
JUNIOR MANAGEMENT • ‘Women in my
(L5, L6, TM1,2,3, A,B,C, Cadre) Life’ series – 22 • ‘Gear UP’ Batch 2 – launched for High women working in opened up
24 women covered Performing + the commercial and for women
8458 (16.16%) stories shared
52,351
• BU- and Plant level High Potential + corporate divisions • Substantial
• 'Kavya Kabir' -
programmes for High Aspirations increase in
creative interactive
NON-MANAGEMENT women women talent – 35 campus hires
(Blue collar, Flexi Blue Collar, Flexi White Collar) campaign to
development women covered
create awareness • 338 women hired
41308 (78.91%) – eg. ‘Diva • Break
Employee strength 1 on conscious and
unconscious biases Shines’ covering through series:
from campus over
the last three years,
17 women ‘Take the Lead’ reflecting a 30%
• ‘She Inspires’ and
1
Includes TML, Corp, ERC, TMPV and TPEM; Includes Blue Collar, Flexi Blue and ‘Leap Ahead’ increase in White
Collar (includes temporary, trainees and third party services), White Collar, and ID Catalyst award
women
25,588
Collar permanent
26,763
Flexi White Collar (includes fix term employees). given by MD to
development women employees
2
Includes TML, Corp, ERC, TMPV and TPEM; Includes Blue Collar, and White Collar. 11 awardees
programmes
3
Includes TML, Corp, ERC and TMPV; Includes Flexi Blue Collar, and Flexi • Panel discussions,
Permanent employees2 Temporary employees3 White Collar. There were no temporary employees in TPEM as on March 31, 2022.
expert talks

6-107 108-231 232-458
Social: People
Initiatives to create a conducive Tata Motors - Training and Skill Development Initiatives
Through our skill development initiatives, we
workplace for women Development attempt to bridge the skilling and knowledge
In addition to offering all eligible female employees the Our culture pillars and the leadership behaviours gap that emerges due to constant changes
legally mandated 182 days of paid maternity leave, Tata inspire us to learn and grow our professional and in the external environment. We also sponsor
Motors has put in place several initiatives to promote leadership capabilities. The learning calendar upskilling initiatives for the economically
gender diversity. offers solutions that leverage different mediums disadvantaged and train them on practices
of learning and relevant content aligned to and technologies of relevance.
Adoption leave: Paid leave up to three months to
employees post child adoption. industry trends such as CESS, Industry 4.0,
Earn & Learn Scheme
Work-life balance: Flexible work hours, work from JLR – Diversity and Inclusion and Digital. We partner with internal SMEs,
academia and other institutions to curate these We have introduced the Earn & Learn
home or part-time work. At Jaguar Land Rover we are committed to fostering programmes for our employees. Scheme, which offers a two to three year
a more diverse, inclusive and unified culture that is Diploma in Engineering under the National
Celebrating motherhood: Crèche facilities allow new
representative of our employees, our customers and society Employability Enhancement Mission (NEEM).
mothers to bring along their infants.
in which we live. We have identified three strategic pillars to Training details of We have tied up with NTTF (Nettur Technical
Sabbatical: To help fulfil personal or achieve our goal, which will shape our global Diversity and management employees* Training Foundation) to provide openings to
professional aspirations. Inclusion activities over the next five years. The manner of the economically disadvantaged whereby
implementation across the globe will vary and will be driven students who cannot afford higher education
Second Career Inspiring Possibilities (SCIP): Enabling
by the needs of the countries where we operate. are sponsored for this course, and they are
4,06,502
women with good work experience to find their way
given the opportunity of working and earning
back after a career break.
Shape a culture of unity, belonging, inclusion with us, while they learn.
Tata Motors regularly conducts following women and respect
development programmes and initiatives at group level. Educate, communicate and measure inclusive behaviours Digital Awareness (Industry 4.0)
Tata Mentors: structured development programmes regularly and systematically, improving the employee Person hours of training provided Digital is today a foundational concept, reason
experience for all. why digital awareness programmes have been
that provide a cross company mentoring platform.
introduced for both engineers and technicians.
Pathways to success: Focuses on actively engaging Implement progressive policies, practices, benefits These programmes will keep them updated
36 49
women talent and enabling their career growth. and support on how newer technology can be leveraged to
reduce waste, increase quality and productivity.
Reach Out: Development platform for senior women Review and improve practices and policies to remove
The programme format includes an ideation
leaders by connecting with leaders and peers across a barriers, enable inclusion and realise equity. Average training Average training approach and encourages the generation of
group of likeminded organisations. hours (Male) hours (Female): ideas, at all levels, which are then captured by
Engage our employees and experts to
CXO Workshops: One day workshops that focuses on respective plant Digital Champions and taken to
accelerate progress *Includes senior, middle and junior management
sensitising senior leadership teams on the importance of the Proof-of-Concept stage.
Diversity Inclusion (D&I). Collaborate with our networks, colleagues and experts to
create real, positive change. Training details of
Power of Inclusive Management Workshops (POIM):
As part of our strategy, by 2026 we aim to have: non-management employees*
Half day workshops that sensitise the middle
management about D&I. • Globally, at least 30% of all senior leadership positions
to be held by women, and we will aim at mirroring this
3,426 16,98,854
representation across all levels of our business.
Female • In the UK, at least 15% of all senior leadership positions
to be held by those from Black, Asian, and minority
employees1 ethnic backgrounds, and we will aim at mirroring this
representation across all levels of our business. Person hours of training provided
6.5%
• A score of over 80% in our Inclusion Index, measuring
6.7% the percentage of people who would recommend Jaguar

Land Rover as an inclusive employer.
of female employees in total
workforce
of women in all
management positions2 33 44
1
2
Data includes TML, Corp, ERC, TMPV and TPEM; Includes Blue Collar,
Flexi Blue Collar, White Collar and Flexi White Collar employees.
Includes women employees in Senior, Middle and Junior
18.3%
female employees in total workforce*
Average training
hours (Male)
Average training
hours (Female):
*Includes blue collar, flexi-blue collar

management roles. and flexi-white collar
*Excludes contractual/temporary staff including casual workers.

6-107 108-231 232-458
Social: People
Tata Motors – Occupational • Safety Observations A six step process is being

implemented by 5,000+ White Collar Employee on a
Safety and Health Performance*
20,963
health and safety weekly basis which helps to identify safe and unsafe Training Manhours
Tata Motors believes that the health and safety of its acts and situations and help increasing interactions/ (Higher the better)
employees is a pivot of attaining business excellence. coaching opportunity with shop floor employees.
25 Safety and Health Standards, five Safety Flagship • Actions Employees Can Take: For Blue Collar 33.6%
programmes and six set of Guidelines on Safety forms Employees, we have AECT programme (Actions HIRA digitised in Safety portal
a robust safety and health management system. Employee Can Take), in which workmen report FY22 5,71,360
All our manufacturing are ISO 45001 certified and unsafe acts and situations in their respective areas.
comply with relevant legal requirements. To ensure These observations are assessed by supervisors and FY21 4,27,624
progressive discipline in an objective way, Consequence relevant corrective actions are implemented. FY20 4,60,674 Incidents Frequency Rate
Management System is in place. Standards &
Procedures, Training & Capability Building, Safety Safety Training FY19 4,00,896 (Lower the better)
Observation, Contractor Safety Management and Training and awareness across organisation is FY18 2,48,808 30.2% 11.5%
Incident Investigation are at the core of our Safety considered as a key element of the Safety Strategy.
strategy and are digitally administered through health Key managers are trained on Safety management FY17 2,82,828
and safety portals. aspects such as Safety Management Fundamentals, 0.97
FY22
Incident Investigations, Contractor Safety Management, 0.23
Safety Governance Actions Employees Can Take (AECT) etc. To sustain this 1.39
FY21
Tata Motors has robust governance mechanism for drive, 500+ internal trainers from different functions 0.26
Safety Observation rounds
safety, health, environment and sustainability where are certified to deliver Safety trainings apart from the 0.39
(Higher the better) FY20
reviews are undertaken at multiple levels. The Safety, safety professionals. Video films have been made in 0.08
Health and Sustainability (SHS) Committee of Board local language for blue collar employees to have better
14% 0.61
is an apex review body, which reviews performances understanding. Training e-modules to complement FY19
0.1
once in four months, followed by BU Head led SHE training efforts are developed. Safety is a part of the
Council which reviews every month. Further reviews induction programme for all employees working in FY22 1,74,880 0.99
FY18
at factory level are taken by Apex Committee, various operations. AECT, SAM (Safety Action Meetings), TTT 0.08
FY21 1,53,408
Sub-committees for Safety Standards and then the (Train the Trainer) for Incident investigation trainings and 1.41
FY17
Factory Implementation Committees (FIC). Also for Safety observations, etc. are few methods to prepare FY20 2,14,569 0.15
non-manufacturing areas, focused safety reviews are people to impart training. On the Health & Safety FY19 2,11,354 Total Recordable Case
conducted at defined frequency at regional offices with management system ISO 45001, identified employees
the Customer Service and Warehouse teams. are trained as lead auditors and internal auditors. Job FY18 1,49,843 Frequency Rate (TRCFR)
Qualification exercise ensures that every employee is FY17 Loss Time Injury Frequency
1,34,333
Safety Initiatives qualified in a job before he/she actually performs it. Rate (LTIFR)
To help inculcate a best-in-class safety culture amongst
our workers, we have taken up several initiatives last year,
12.9 11
with the aim of mitigating hazards and reducing risks.
Health Sessions
• Critical to Safety Stations (CTS), across our plant (Higher the better)
locations, helped us in having a focused approach Employees detected with serious heart
disease during annual health check-up
towards stations having higher injury potential. Over 29.9% Health Index underwent preventive
last year, a total of 747 CTS stations were worked
upon. This exercise placed special attention on risk cardiac surgeries
FY22 561
mitigation, leading to 69% reduction in recordable Fatality
cases at CTS stations over the year. FY21 432
FY22 3
• Safety Kaizen: To facilitate a deep dive into the FY20 474
safety issues, 43 Safety Kaizens were held across FY21 0
FY19 401
locations on themes such as driving safety, PPE
compliance, material handling etc. FY18 FY20 0
273
• Long Term Settlement: Safety-linked payment FY17
FY19 3
213
system based on both Lead and Lag Safety
FY18 1
Parameters introduced in two manufacturing
locations for permanent workmen. * For TML’s seven manufacturing plants in India FY17 4

6-107 108-231 232-458
Social: People
Health
The beginning of last year was marked by the Policies in Tata Motors have been updated to
emergence of the second wave of the COVID-19 help employees continue working while keeping
virus in India. We analysed and predicted themselves and their families safe. Work from
the high criticality of the new Delta variant Home, travel, medical benefit policy are amongst
and strengthened our initiatives to tackle the the policies which are updated to face the
challenges efficiently. Initiatives were targeted pandemic effectively.
not only at our employees and dependents
Tata Motors Jamshedpur hospital tied up with
but also for society as a whole. We supported
government administration for testing, vaccination
our employees and dependents diagnosed
and indoor hospitalisation of a local community.
with COVID-19 for hospitalisation, ambulance
Dedicated COVID-19 treatment facility with 85 bed
services, home care. Constant tracking of
with ICU / HDU – High Dependency Unit facility
wellbeing of these employees was ensured
and 80 COVID-19 beds with oxygen facility were
and our Doctors were available round the clock
made available for employees as well as local
with a hotline number to provide their expertise
communities. During this period, 1,287 COVID-19
regarding any COVID-19 related concerns.
positive patients were admitted, out of which 45
Testing and medication was made available at
required emergency surgeries. A total of 36,857
home and at priority for our employees through
people suspected for COVID-19 were consulted and
tie-ups with various health care companies.
12,500 COVID-19 tests were performed.
COVID-19 not only costed physical wellbeing
but had a lasting impact on the emotional Vaccination was offered free of cost to employees,
wellbeing of many people. ‘Employee Assistance eligible dependents and around 72,985
Program’ - a confidential, free of cost counselling beneficiaries availed this facility, achieving 99.7%
service by qualified professional counsellors was vaccinations with both doses. Surveillance testing
launched in April 2020 by the Company. 301 was carried out for asymptomatic employees
employees and dependents availed counselling and candidates reporting for recruitment to curb Compliance mechanisms to ensure than 40,000 tests. The Slovakian government
service through this helpline in FY22. Online the spread of COVID-19. 76,964 such tests were uncompromising safety standards acknowledged that Jaguar Land Rover’s
sessions on emotional wellbeing were organised conducted. In view of scarcity of blood during the Audits are carried out at various levels to verify mass testing significantly contributed to
and 2,894 employees attended the sessions. pandemic blood donation camps were organised compliance against the requirements of the SMS. managing a critical situation and protected
Health stewards were appointed across Plant and 7,689 units were collected. Performance data, of metrics such as Lost time the health of our employees, their families and
locations to ensure COVID-19 precautions are Incidents, is reviewed by the Board of Directors and communities. Beyond testing, we managed
followed diligently. leadership via L1 and L2 scorecard reviews. Findings a vaccination programme and supplied
are fed back into tailored activities to drive continual masks and respirators to our employees and
improvements against previous performance. created a hub of wellbeing support to better
JLR – Occupational A bi-monthly Legislative Compliance Committee
Hazard Identification and Risk Assessment
disseminate information.
evaluates environmental scanning and considers the
Health & Safety impact of new legislation, enforcement agency priorities Tools such as risk profiles provide an overview of the types
Safety performance
42,193 0
Several JLR locations, including all our UK and internal monitoring activities and decides on the and severity of risks posed by local activities. This allows
sites, hold the ISO 45001 certification, with appropriate responses. Tools like Zero Harm Plans prioritisation of resources and identification of areas of
plants at other locations working towards determine and track activities specific to local needs high potential risk. Local management teams conduct
the new international standard. A Safety and the trends identified. The periodic progress on these risk assessments that identify hazards and determine, hours of Health & Safety Fatalities
Management System (SMS) that reflects the plans is then monitored at local safety committees. implement and maintain appropriate control measures. training
standard and required legislative requirements
595 1.95
Incident Management and Business Continuity Plans are
is in place. Protecting our People
in place to manage emergency situations and Incident
Safety policies outline Jaguar Land Rover's Management Teams determine the response to situations. Throughout our response to COVID-19, the health,
stance on safety at a high level, supported Jaguar Land Rover sites have resources to respond to wellbeing and safety of our people and partners has total recordable TRCFR*
by additional documentation defining the security, fire, medical and environmental incidents. Fire been our utmost priority. We were one of the first cases
specific standards for roles, responsibilities risk assessments are in place and periodically reviewed. businesses and the largest in the UK, to introduce onsite
7 0.02
and compliance. A series of annual Emergency evacuation drills are conducted annually. COVID-19 testing. By April 2022, we had performed 1.68
compliance statements outline key compliance Regular Fire Safety reviews monitor compliance of onsite million temperature tests, 100,000 lateral flow tests, and
requirements and the current status of action fire safety arrangements against the prescribed regulations. over 1,000 PCR tests onsite.
LTIs LTIFR*
plans to close gaps. In Slovakia, our Nitra facility set up a testing centre for
our employees and contractors and administered more * per 200,000 hours

6-107 108-231 232-458
Social: Value Chain
At Jaguar Land Rover all Purchasing Global to complete the Jaguar Land Rover Slavery
Sustainability is Terms & Conditions (GT&Cs) reference the

Jaguar Land Rover Supplier Sustainability Web
Guide which is a detailed guide on Jaguar
and Human Trafficking questionnaire (S&HT)
and a desktop assessment undertaken on the
responses. Furthermore, social audits are
a fundamental Land Rover's expectations relating to business

ethics, environment, working conditions,
health and safety, and responsible sourcing.
conducted on targeted incumbent suppliers
based a further risk assessment.
part of our
The S&HT scope includes policies suppliers
The suppliers sign up to this guide through
have, risk identification and assessment,
agreement of the GT&Cs.
trainings, supply chain policies and monitoring,
value chain
Every new production purchasing supplier is audits and supply chain due diligence. The
assessed at a high level in relation to human social audits are conducted in line with
rights as part of Supplier Diagnostic Tool SA8000 requirements.
process which forms part of the supplier
In understanding the provenance of material
Both Tata Motors and Jaguar sourcing process. For Branded Goods
through our supply chain, we have partnered
suppliers, it is undertaken through the
Land Rover have comprehensive Manufacturing Site Self-Assessment (MSSA)
with blockchain technology firm Circulor,
leading UK leather manufacturer Bridge of
sustainability guidelines that are process. For incumbent suppliers, a risk-
Weir Leather Company and the University of
based approach is used to identify high risk
applicable across our value chain. suppliers. These suppliers are then required
Nottingham, to prove the use of traceability
technology in the leather supply chain.
Our dealer and vendor partners
are bound by our high standards
of business ethics, human rights
and care for the environment.
Tata Motors has put in place Supplier and

Dealer Code of Conduct to ensure ethical and
sustainable practices across the value chain.
We continue to work with our suppliers through
the Sustainable Supply Chain Initiative to ensure
sustainable sourcing. Through this initiative
the Company aims to create awareness on
the subject and then partner with them for
driving improvement. We have established
Case study
‘Sustainability Guidelines for Suppliers’ covering
key topics like governance, legal compliance, Go Green Initiative
TCoC, management system certification,
Since the last two years, Tata Motors has planted a sapling
transparency and reporting, occupational
for every customer sales and first service touchpoint,
health and safety, labour and human rights. We
amounting to nearly a million saplings as of end FY22.
further this initiative downstream by initiating
These fruit-bearing trees have been geo-tagged and
the Dealers Sustainability Initiative in FY19.
will provide economic benefits to the landowners while
The Dealer Code of Conduct and the Dealer
contributing to climate change mitigation.
Sustainability Guidelines were developed to
guide dealerships to improve their sustainability
practices. In FY22, we continued to engage with
suppliers and channel partners, to estimate their
Greenhouse Gas (GHG) emissions for baselining.

6-107 108-231 232-458
Social: Community
Promoting Arogya (Health):

Our community health initiative, Arogya focuses on
inclusive and
addressing malnutrition in children aged between
0-6 years. Apart from providing supplementary
diet and supplements, we enable behavioural
sustainable
changes in communities, especially among young
mothers and parents through awareness sessions,
antenatal and postnatal services. Added to these
development
interventions are the curative health care services
wherein the communities are serviced through Vasundhara (Environment):
diagnosis, administration of generic medicines
Our initiatives to improve the environment included
and consultations. Access to safe drinking water
promotion of renewable resources, creation
is another concern that our initiative Amrutdhara
of carbon sinks through large scale sapling
aims to address. During FY22, 4,71,698 members
plantation, construction of water conservation
The organisation believes in building a society that is inclusive and benefited from our health programmes. In times
structure and building awareness amongst
of the COVID-19 pandemic distress, efforts were
supportive of the innate potential of its people. concentrated to strengthen the nation’s resolve to
the member communities. During the year, the
Company planted 1,92,485 saplings of indigenous
fight against the virus. Therefore, to amalgamate
Tata Motors – Community Engagement government efforts for 100% vaccination, 11
varieties and fosters to maintain the survival
rate as high as 80%. Over the period under such
We account for the needs of the community especially those from socially and economically vaccination vans were given to implementing
initiatives, a few locations have phenomenally
backward groups, National priorities and UN Sustainable Development Goals - when developing partners to provide at-door vaccination to the
converted into micro-habitats of varied species of
our CSR policies and strategies. All CSR initiatives are harmonised pan-India through a Common unreached communities. Additionally, 80,101
flora and fauna. The Company’s environmental
Minimum Programme (CMP), while at the same time the Company has built agility and flexibility people got vaccinated since December 2021.
awareness programmes aim to sensitise
into its CSR initiatives via Location Specific Projects (LSP) which encourage ‘holistic engagement’ in young children towards conservation of our
the entire spectrum of the ecosystem. environment and were able to actively reach out to
70,394 persons.
Key programme Areas Guiding Principles
Health Education Harmonized CSR across locations

• Ensure Common Minimum Projects
• Enable Location Specific Projects
CSR spends % and recommended radial
distance from business operations Kaushalya (Employability):
Aarogya Vidyadhanam • 70% within 20 kms
Our Skill Development programme provides
Health is Happiness Knowledge • 20% between 20 - 50 kms
training to unemployed youth under three
is wealth • 10% beyond 50 kms
segments – auto trades, non-auto trades, and
More from Less for More (MfLfM) agriculture and allied activities. In auto trades, Vidyadhanam (Education):
Employability Environment
• Multi-stakeholder partnerships we leverage our domain expertise and business Our targeted programmes include need-based rolling
• Leverage expertise, network, resources connect to impart training on driving and motor scholarships/financial support for economically
• Frugal innovations and use of technology mechanics. On the completion of training, disadvantaged students, organising support classes for
most of which are National Skills Development difficult subjects, value-based life skills, and sports and
Enhanced self-sustainability of
Corporation (NSDC) certified, they find ready other co-curricular activities. Leveraging infrastructure,
Kaushalya Vasundhara CSR projects through
employment either in Tata Motors’ ecosystem technology and our innovation capabilities, we made
Skill is power Nature is family • Greater community ownership
or in the open market. Tata Motors CSR also these programmes easily accessible. An innovative
• Participation
engages with community based groups of women partnerships have been worked out with Government
Explore CSR-business connect and farmers and help them earn supplementary schools-Jawahar Navodaya Vidyalaya (JNVs) for JEE
• Sustainable and scaleable income through designed agriculture and allied and NEET aspirants. During FY22, 1,00,505 students
• Harnessing potential of company’s ecosystem programmes. During FY22, the Company has benefited from the Company’s education programme.
trained 45,234 youth and farmers.

6-107 108-231 232-458
Social: Community
Rural Development Programmes and Governance:

Rural Development Programme aims at holistic development of a village through an integrated village development
approach. The key element of this project is to leverage the resources from the government through convergence
of government schemes in Pathardi, Shiroshi and Chauk gram panchayat in Jawahar block of Palghar district Tata Motors ENABLE: a technology-driven effort to
in Maharashtra, and Devadthal village of Ahemadabad district of Gujarat. 70% of the resources for village
development have been committed by the government. During FY22, Tata Motors worked across six states in India,
enhance educational possibilities
namely Jharkhand, Maharashtra, Gujarat, Karnataka, Uttar Pradesh and Uttarakhand to empower the respective in-house advanced coaching of meritorious students
neighbouring communities and also to strengthen the governance mechanism of the local institutions through these from 50+ JNVs in Kolhapur and Rajgir. Within a month
communities by ensuring last-mile awareness and service delivery of government welfare and financial schemes. of lockdown and school closure due to COVID 19, this
Through these programmes, the Company has improved the quality of life of the 17,501 tribal community members. coaching programme went fully online. From 2021 this
programme evolved into a remote learning model,
and has spread to in 477 JNVs across 26 States and
eight UTs.
A total of 7,91,298 people were benefitted In FY22, of the students who took this coaching
programme, 57% qualified JEE Mains, out of which
through CSR programmes in FY22, 63% cleared JEE Advanced, of which 70% got
admission into IITs, with the others qualifying for NIITs
with a spend of `23.69 crores

and other engineering institutes. 18% of the students
supported by Tata Motors made it to a prestigious
institute (as against a national average of 2%).
Through its latest studio learning online model,
Affirmative Action: COVID-19 relief efforts: Employee volunteering: Tata Motors aims to coach 1 lakh students for JEE
Tata Motors’ Engineering and NEET Admission Bridge
and NEET entrances by 2025, and enrol 30, 000 of
Tata Motors has been Tata Motors supported Tata Motors continues to reflections and learnings. Accelerated Learning Engagement initiative (ENABLE)
them into institutes of higher learning. It hopes to
is an e-enabled learning programme that provides
at the fore front in COVID-19 relief efforts nurture a vibrant culture The Company’s endeavour continue reaping promising results, creating positive
JEE/NEET coaching to 11th and 12th standard students
implementing the by providing assistance of volunteering by its has been to strike a fine value in the community and cultivating a culture of
from 477 Jawahar Navodaya Vidyalayas (JNVs) across
group-wide initiative to over 1.5 lakh people employees for social balance between CSR equitable education.
the country.
Tata Affirmative Action including migrants, daily causes. A Volunteering projects having a ‘strategic
This programme, conducted in partnership with Avanti
Programme (TAAP) - wage earners, those Policy is being rolled out to business-CSR connect’
Fellows was implemented in Puducherry, Mangalore
branded as ‘Aadhar’, who were left stranded further institutionalise the (for leveraging company’s and Palghar. A blended learning model was devised for
aimed at ensuring equity or forced to seek shelter volunteering endeavour by and its ecosystem’s
for the economically and in transit camps. Food, company employees, their core strengths and
socially disadvantaged masks and sanitisers families as well as retirees. competencies) and ‘doing
sections of society, i.e. along with information In FY22, 34% of employees the right thing’ (addressing
Case study Case Study: Sabir Alam overcomes odds to
Scheduled Castes and kits on precautions to volunteered for social pressing needs of the become an ISRO scientist
Scheduled Tribes (SC and be taken for safety, causes devoting a total of local community and this
ST), women and disabled health and hygiene, were 28,558 hours. may not necessarily have
my dreams was very difficult were seldom boring. There was
persons. In FY22, Tata arranged for thousands a business connect). To
for my father”. Eager not to be a free flow of ideas within the
Motors was awarded the of truck drivers, the Formalising our CSR understand the relevance,
deterred by such challenges, entire class, we often shared
Jury Award for highest unsung frontline heroes framework utility and impact of
Sabir appeared for JNV entrance clever tricks that could be useful
scoring company in Annual who played a stellar CSR in India has very its CSR projects, the
exams that offers free residential in solving problems with speed
Assessment of Company's role in ensuring that the recently undergone Company has proactively
education to bright students. and accuracy.” Sabir went on to
AA performance at Group wheels of nation kept a metamorphosis to and voluntarily adopted
Upon securing admission to gain admission in IIT Madras.
level. The Company has running. Additionally, the acquire a legal mandatory an evolving Impacts
JNV, Sabir got to know about Today Sabir works as a scientist
committed 40% of the CSR Company donated `~7 character under ‘The Assessment Framework
IIT – JEE coaching at Avanti in at the Vikram Sarabhai Space
resources both, financial crore towards COVID-19 Companies Act, 2013 and known as Social Returns
Sabir tended a deep-seated association with Tata Motors that Center of the Indian Space
and human (beneficiary), relief in year FY21, 50% of associated Companies on Investment (SRoI). The
passion for science from his grooms young minds to succeed Research Organisation (ISRO)
to these AA communities. which was contributed by (CSR Policy) Rules 2014’. institutionalisation of the
childhood. Sabir recounts, “With in competitive examinations like in Trivandrum.
Apart from ensuring a the Company's employees Whilst aligning to this new SRoI framework across
our limited means of earning, IIT – JEE. Sabir recounts “Since
due share in the CSR and in FY22 another legal framework, Tata Tata Motors locations for
arranging for quality education our programme encouraged
interventions, a positive `6.3 crore was donated Motors has evolved its CSR key CSR projects has been
that could help me move towards peer-to-peer learning, our classes
discrimination is practiced for supplementing the framework comprising of undertaken in 2015 and
for these communities in government efforts five-year CSR Strategy and 2016 resulting in five more
the Company's employment towards COVID Roadmap, Policy, Guidelines CSR projects evaluated
and its value chain. vaccination drives. and Annual Plan based on for SRoI.

6-107 108-231 232-458
Social: Community
Jaguar Land Rover – Community Engagement

Through every partnership, Jaguar Land Rover seek to In addition, we have a fleet of vehicles supporting the
make a positive contribution to people and communities International Federation of Red Cross Societies in their
around the world. efforts to provide humanitarian aid to at-risk communities.
The Red Cross We are also a member of Disaster Relief Alliance,

making sure that the Red Cross is ready to support
Our partnership with the International Federation of the
people in the immediate aftermath of devastating crises
Red Cross and Red Crescent Societies has endured since
around the world. Its Disaster Fund assisted six major
1954. Throughout this time, we have facilitated life-
responses, between April and September 2021.
saving work through funding, vehicles and expertise.
Today, we work together helping people in disaster Dream Fund
preparedness, from reaching remote communities with Cooperating with the China Soong Ching Ling
vaccination programmes, to help distribute tarpaulins for Foundation (CSCLF), our Dream Fund is the first such
protection against monsoon floods. activity in China’s automotive industry dedicated
During the COVID-19 pandemic, we supplied 267 vehicles to helping children and young people achieve
to the Red Cross, which covered more than 500,000 miles their potential.
helping people in crisis.
Over eight years, we have undertaken a host of Activities within the Community
initiatives to improve education quality for rural children, Our team in Nitra, Slovakia established a partnership with
guided by the principle of “more equal access”. Our Land Nitra Volunteering Centre in December 2021 and organised
Rover Never Stop Caring - Journey for Vision Programme a collection for people in need during December.
has provided comprehensive healthcare and medical
equipment in remote regions of China. Our manufacturing facility in Itatiaia, Rio de Janeiro
joined forces with Instituto Toré for a one year community
Volunteering for Education partnership supporting and implementing two significant
social responsibility projects in their local area, aimed
Our sustained programme of education volunteering
at delivering education and skills on conservation and
supports our position as the largest investor in
sustainable food production.
automotive research and development in the UK, by
reaching enthusiastic young people with enquiring In December 2021, employees from Jaguar Land Rover’s
minds and a commitment to push the boundaries. UK sites came together to collect for local foodbanks, with
the aim of supporting thousands of families who continued
Through virtual work experience, school visits and
to struggle as a result of the COVID-19 pandemic.
tailored programmes, we enthuse and inspire a future
generation of talent, with the aim of overcoming the The donation drive saw employees across the business
STEM skills shortage faced by the automotive industry. support their local charities and communities, with
more than 10,000 items such as tinned food and cereals
This provides our employees with an opportunity to
donated to help local families in need, while employees
volunteer and share their experiences.
also showed their support by donating just over £2,000 to
Notwithstanding the COVID-19 restrictions in FY21, an online collection fund.
213 employee volunteers, including a core team of
apprentices and graduates, provided 881 hours of time
to develop the programme, which has so far reached
148 students.

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Data Motors Annual Report 2022 (Non Financial Version)

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Tata Motors Group

Performance snapshot FY22

About Tata Motors

For further information, log on to

Bringing new-age Values

mobility within reach

8 Integrated Report 2021-22 9

125 countries, with a worldwide network `33,229 crore

`32,612 crore `80,795 crore

10 Integrated Report 2021-22 11

Intra Ace Yodha

accelerating growth Meeting the demanding and ever-

Tata Motors Limited

Prima Tata 407

12 Integrated Report 2021-22 13

PV product range EV product range

Punch Nexon Nexon EV Max

Harrier, engineered on the Omega The all-new Safari, in its

14 Integrated Report 2021-22 15

Jaguar Land Rover

Jaguar Land Rover

Jaguar XE Jaguar XF New Discovery Discovery Sport Defender

16 Integrated Report 2021-22 17

Emerging stronger segments. Our “Reimagine PV” strategy to rejuvenate the

20 Integrated Report 2021-22 21

Tata Motors ED’s Message

We are future-ready Given the global challenge

TMPV and TPEM MD’s Message

A record- As we come back to

24 Integrated Report 2021-22 25

Jaguar Land Rover CEO’s Message

26 Integrated Report 2021-22 27

Key performance highlights

Consolidating for future growth Consolidated

20.4% y-o-y growth 11.5% y-o-y growth 260 bps

28 Integrated Report 2021-22 29

Key performance highlights

Consolidating for future growth

30 Integrated Report 2021-22 31

Key performance highlights

Jaguar Land Rover

32 Integrated Report 2021-22 33

Tata Commercial Tata Passenger

Tata Motors Group

Tata Commercial Vehicles

36 Integrated Report 2021-22 37

Tata Commercial Vehicles

Challenges faced Challenges faced

Operating Commodity prices were volatile in FY22. Our

38 Integrated Report 2021-22 39

Tata Commercial Vehicles

We continue to work on optimising our input

Strategic Products Market development and customer experience

40 Integrated Report 2021-22 41

Tata Commercial Vehicles

New business update Financial Targets

42 Integrated Report 2021-22 43

Tata Passenger Vehicles

Spectacular sales 3 4 Case study

CARS SUVs iCNG technology

validates our product

and segment FY20

Tata Passenger Vehicles

Immediate mitigation actions: Resolution #1 SUV in India