Toyota's Executive Vice President Terashi Discusses ambitions for an emissions-free future

In 2010, Toyota faced a significant challenge that seems to have had a lasting impact on the company's approach. A major recall crisis left the automaker with a reputation issue in North America, a setback that could have potentially led to Toyota's collapse if not handled carefully. However, this crisis seems to have been a turning point for the company, prompting a shift towards prioritising public perception.

Fast forward to the present, and Toyota is embarking on a new chapter. The Japanese automaker is preparing to produce its first European electric car at the Kolín plant in the Czech Republic between 2025 and 2026. As part of their "Multi-Pathway" approach, Toyota plans to introduce nine new electric models for both Toyota and Lexus by that time, aiming for CO2 neutrality in Europe by 2040.

Toyota's strategic timeline for electric vehicle advancement is a testament to the company's commitment to sustainability. The automaker is also looking at what is perceived as normal and aiming to provide products that can be used anywhere, regardless of technology level. This approach is reflected in their variety of eco-cars, designed to attract users based on conditions in their own areas.

In an interview with motor journalist Naoto Ikeda, Executive Vice President of Toyota, Shigeki Terashi, discussed the company's focus on being perceived as a good corporate citizen. The interview, published on "THE PAGE" news site on March 16 and 17, was serialized over five episodes with the cooperation of "THE PAGE" and Mr. Ikeda.

Toyota has been criticized for being lead-footed when it comes to battery electric vehicles (BEVs). However, the company's actions suggest a different story. Toyota is not only investing in electric vehicles but also in hydrogen fuel cell electric vehicles (FCEVs). The Mirai, Toyota's FCEV flagship, not only functions as a car but also as an air purifier, claiming to purify the air.

Toyota's commitment to sustainability extends beyond their vehicles. The company is also embarking on a project to explore the moon, aiming to combine "the virtual with reality" and bring earth technology to the moon. This ambitious project underscores Toyota's desire to make a positive contribution to society, a desire that was likely sparked by the 2010 crisis.

The terms "customer," "making allies," and "Team Japan" were likely coined as a result of the public hearings in North America. These terms reflect Toyota's newfound emphasis on customer satisfaction, collaboration, and national pride. The company has become more alert and mindful in their approach, even with a national budget sized profit of 2.4 trillion yen.

In conclusion, Toyota's journey since the 2010 crisis has been one of transformation and innovation. From a major recall crisis to a commitment to sustainability and exploration, Toyota is demonstrating its positive contribution to society and its dedication to providing products that can be used anywhere, regardless of technology level. The company's actions post-crisis indicate a shift towards prioritizing public perception, a shift that has positioned Toyota as a leader in the automotive industry.