LEADERSHIP
Change is happening in manufacturing. AI, IoT and other tools are reshaping production lines and the jobs of people running them.
At JLR, electric vehicles have brought about a variety of changes and opportunities to streamline production. Claire Parker, the company’ s Global Head of DE & I, believes that a diverse workforce brings a broader range of problem-solving approaches that can tackle these changes head-on. Claire shares her expertise with Manufacturing Digital.
Q. HOW ARE THINGS CHANGING AT JLR?
» JLR is transforming rapidly through its Reimagine strategy, reshaping the business around electrification, digital manufacturing and modern luxury. Major investments across the business such as the £ 250m( US $ 340.8m) transformation of its 61-year-old Halewood facility have resulted in upgraded electric vehicle ready production lines, advanced digital ecosystem and introduction of 750 autonomous mobile robots and cutting‐edge ADAS calibration technology. Sustainability is being embedded at scale too, with renewable energy installations and carbon‐reduction projects supporting the journey to carbon net zero.
And this transformation isn’ t only technical. Colleagues remain at the heart of the business. JLR continues to strengthen colleague experience through industry‐leading policies such as up 52 weeks’ fully paid maternity leave, also covering adoption and surrogacy, 12 additional weeks’ paid family leave for babies requiring neonatal care, and an evolving, sector‐defining menopause policy, ensuring that its future is built on both world‐class technology and support for its people.
Q. HOW ARE JLR’ S PEOPLE IMPACTED BY THESE CHANGES?
» People are at the heart of JLR’ s transformation. Through the Future Skills Programme, the company invests £ 20m( US $ 27.3m) each year in upskilling colleagues for electrification, including extensive high‐voltage training and new development centres that support career progression in a changing industry. This is reinforced by a culture rooted in transparency, allyship and accountability underpinned by leading policies. And the progress is visible: JLR’ s inclusion index has risen to 83 %, the business became the first UK automotive employer to sign the Race at Work Charter and more than 3,100 employee-led network members are actively shaping culture and decision‐making. Together, these shifts ensure colleagues feel supported, valued and empowered to drive the innovation that underpins JLR’ s future and help the industry create a future ready workforce.
72 March 2026