Jan 26 (Reuters) – Akio Toyoda, president and main government of Japan’s Toyota Motor Corp (7203.T) for nearly 14 a long time, will resign from the major task in April to develop into chairman, handing about the reins to the firm’s major branding officer.

This is a chronology of critical occasions and milestones in Toyota’s record underneath Toyoda, the 66-12 months-old grandson of the firm’s founder.

“Disaster After Disaster”

In June 2009, Toyoda grew to become the president of the corporation his grandfather Kiichiro launched in 1937, changing Katsuaki Watanabe. Akio was the first member of Toyoda spouse and children to just take the helm because 1995.

His appointment arrived as the then world’s most profitable and precious automaker, well worth $115 billion at the time, noted its first decline in decades, just after the world-wide fiscal crisis compelled it to idle the quite a few factories it had constructed over a 10 years of relentless growth.

He pledged to steer the enterprise out of its worst downturn in historical past, convey larger transparency to its sprawling company tradition, and acquire the organization “back to the essentials” of setting up cars and trucks that designed people content.

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Scarcely 6 months afterwards, the organization plunged into its worst quality disaster in many years. Toyota faced a firestorm of criticism more than the slow response to recalling hundreds of thousands of vehicles to check out for faulty accelerators in the United States.

The security disaster, which pressured Toyoda to testify prior to Congress in 2010, threatened Toyota’s track record and ongoing good results in its most successful sector.

Toyoda stated on Thursday his term at the helm started out with “crisis following crisis.”

In subsequent many years, he experienced to fight disruptions prompted by the 2011 earthquake and tsunami in northern Japan.


For the duration of his more than a ten years at the major, Toyoda also presided above the carmaker through a period of time of intense change in the auto sector and increasing uncertainty about how legacy automakers this sort of as Toyota can fend off the challenge from more recent – and normally nimbler – challengers this sort of as Tesla (TSLA.O).

Toyota has said fossil fuels, not inside combustion engines, are the dilemma. As very well as the hybrids it popularised far more than two many years ago with the Prius, it also champions hydrogen technologies, though that has so far not caught on the way battery-electric cars (BEVs) have.

Toyoda has defended its tactic and electric vehicle improvement strategies, which have been criticized by some environmental groups and buyers who want the corporation to move a lot quicker to undertake BEVs.

“Just like the entirely autonomous cars and trucks that we have been all intended to be driving by now, BEVs are just likely to choose extended to grow to be mainstream than the media would like us to believe that,” Toyoda informed sellers in the United States late very last yr.

He mentioned at the time that “taking part in to win means actively playing with all the playing cards in the deck – not just a choose number of. So that is our system and we’re sticking to it.”

Toyoda as opposed the automaker to a “department store” offering a selection of cars to buyers with various demands, and said its corporate vision “is to deliver flexibility of mobility for all … and we never want to depart any one driving.”

Its “section retail outlet” tactic, even so, came with a weighty price tag.

Tesla netted $9,000 in internet revenue per motor vehicle in the past quarter, more than 7 moments the equivalent figure for Toyota in the third quarter.

Reporting by Miyoung Kim Enhancing by Kim Coghill

Our Criteria: The Thomson Reuters Belief Concepts.


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