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Jaguar Land Rover, Business in the Community's Responsible Business of the Year 2013, had been working on environmental innovation and reducing vehicle CO2 emissions for a number of years, but the Big Boardroom Agenda challenged their thinking from both a risk and opportunity perspective. It emphasised the need for further consideration around trends such as the world's growing population and urbanisation, shifts to integrated transport, resource scarcity driving closed-loop processes, increasing digital connectivity and changing social expectations.

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Jaguar Land Rover

Jaguar Land Rover had been working on environmental innovation and reducing vehicle CO2 emissions for a number of years, but the Big Boardroom Agenda challenged their thinking from both a risk and opportunity perspective. It emphasised the need for further consideration around trends such as the world's growing population and urbanisation, shifts to integrated transport, resource scarcity driving closed-loop processes, increasing digital connectivity and changing social expectations.

It also demonstrated the need to re-examine their supply chain, the concept of sustainable lifestyles and the changing needs of the consumer, particularly in emerging economies. Debate about the need to consider and develop innovative ways of doing business and new business model concepts was initiated and incorporated into Jaguar Land Rover’s Roadmap as a blueprint for sustainable business.

The development of Jaguar Land Rover’s 2020 sustainability vision and roadmap included thinking and input from a group of senior colleagues from across the business, including members of our cross-functional sustainability committee. Business in the Community ran a workshop to introduce the 9 billion challenge and the Big Boardroom Agenda to the group. This brought centre-stage topics including the global mega trends and how they could innovate their offer, based on their core competencies, for long term resilience and continued success.

The subsequent Executive Committee workshop, which focused on the 2020 Roadmap, included a presentation by Dr Alan Knight, again introducing the 9 billion Challenge and Big Boardroom Agenda. This led the executive team to debate the importance of innovation and new business models for a new paradigm and created a context and framework to do so.

In March 2013 Jaguar Land Rover delivered the best ever global sales figures in the history of the company. They grew the business in all their major markets last year and growth is set to continue with the premium sector in the automotive industry predicted to grow fastest over the coming decade. Their success has been down to a strategy that has focused on major investment in R&D, advanced manufacturing facilities and the talent of their people.

Jaguar Land Rover is the largest investor in automotive R&D and engineering in the UK. Their new Advanced Engineering Centre currently under construction in Wolverhampton, will provide the next generation of advanced lightweight 4-cyliner low emission diesel and petrol engines. The company is already a recognised leader in the application of lightweight aluminium technologies to improve fuel efficiency and vehicle handling.

As they have brought sustainability and long term thinking to their strategy, the Big Boardroom Agenda has been a very important provocation for the new 2020 Roadmap. It has inspired them to review their ambition to change in line with a fast changing business environment and to focus on new business opportunities. Two projects have now been established to do just that. One is working on the Jaguar Land Rover approach to a new sustainable mobility offering, defining what this will be over the short, medium and long-term. The other, will examine resource scarcity impacts facing the company and determine mitigation strategies, including new opportunities in the circular economy. Both have the potential to transform the company’s future products and services.

Jaguar Land Rover is also Business in the Community's Responsible Business of the Year 2013

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