JLR top job still available – insider claims
THE appointment of Carl-Peter Forster by Tata Motors to head its global operations does not mean the vacancy at the head of Jaguar Land Rover has been filled, auto industry insiders have said.
The Indian company announced yesterday that ex-GM chief Mr Forster had been appointed to head up its global operations – including the British brands.
However, sources close to the firm said yesterday that a replacement for former JLR managing director David Smith was still on the agenda and that an announcement regarding the position was imminent.
“Tata is still looking for someone to replace David Smith and an announcement is likely within the next few weeks – months at the latest,” said the insider.
It has also emerged that Mr Forster is no stranger to the British brands having spent time at Land Rover when he worked at BMW in the 1990s prior to the business being sold to Ford.
“He understands what the business is about, which has to be encouraging,” said the insider.
Mr Forster is a 24-year veteran of the European automotive industry and has seen many highs and lows during his career.
Prior to joining Tata he was the head of GM, Europe, where he looked after Opel/Vauxhall, Saab and the European activities of Chevrolet.
Before joining GM in 2001, Mr Forster had 13 years with BMW.
Yesterday’s announcement came as Tata revealed global sales, had risen 93% in January compared with the same month a year ago.
Vehicle sales – which include Jaguar Land Rover – stood at 85,714 overall.
Jaguar Land Rover’s global sales in January 2010 were 16,269 vehicles, higher by 195%. Jaguar sales for the month were 2,974, up 122%, while Land Rover sales were 13,295, a rise of 219% on the comparable period last year.
However, cumulative sales for the fiscal year to date show how the brands have been hit by the recession.
Sales stand at 153,247, lower by 20% on the comparable period a year before. Jaguar has sold 39,484 cars, down 30%, while cumulative sales for Land Rover stand at 113,763, down 16%.
