The origins of Toyota Motor Corporation trace back to the innovations of Sakichi Toyoda, a Japanese inventor and industrialist born in 1867 in Kosai, Shizuoka. Known as the "King of Japanese Inventors," Sakichi revolutionized Japan's textile industry with his invention of the Toyoda wooden handloom in 1894 and the Toyoda Automatic Loom in 1924. This loom introduced the principle of Jidoka (autonomous automation), enabling machines to stop automatically when a problem occurred—a concept later central to the Toyota Production System.

In 1929, Sakichi sold the patent rights for his automatic loom to a British company, generating funds to explore automobile manufacturing. His establishment of Toyoda Automatic Loom Works in 1926 laid the groundwork for the industrial ventures that eventually led his son, Kiichiro Toyoda, to found Toyota Motor Corporation. Sakichi also developed the 5 Whys methodology, a problem-solving approach still used in lean manufacturing practices.

In 1933, Kiichiro Toyoda, son of inventor Sakichi Toyoda, established an automotive department within Toyoda Automatic Loom Works, marking the company's shift from textile machinery to automobile manufacturing. By January 1934, the company formally committed to producing automobiles, culminating in the completion of the prototype Toyota Type A engine in September of that year. The first prototype sedan, the A1, followed in May 1935. Recognizing the demand for commercial vehicles, Kiichiro prioritized truck production, leading to the launch of the G1 truck in November 1935. Modeled on a Ford truck and priced competitively at ¥2,900, the G1 gained traction, with 379 units produced.

In April 1936, the company produced its first passenger car, the Model AA, which was priced at ¥3,350—significantly cheaper than Ford and GM models. That same year, the company's first export order saw four G1 trucks shipped to northeastern China. On September 19, 1936, the Japanese government officially recognized Toyoda Automatic Loom Works as an automotive manufacturer.

Vehicles were initially branded as "Toyoda," reflecting the family name. However, after a public logo design competition, the company adopted the name "Toyota" in 1936. The name was chosen for its simplicity, its auspicious eight-stroke kanji in Japanese, and to avoid associations with traditional farming, as "Toyoda" translates to "fertile rice paddies." This branding shift was critical in establishing the company’s modern identity.

In 1937, the automotive division was spun off into the Toyota Motor Company, Ltd., with Kiichiro’s brother-in-law, Rizaburo Toyoda, serving as the first president and Kiichiro as vice president. The Japanese government further bolstered the new company by restricting imports from foreign automakers like Ford and GM, creating a favorable environment for Toyota’s growth. By the end of the decade, Toyota had firmly established its presence in Japan’s automotive industry, setting the stage for its eventual global expansion.

During World War II, Toyota primarily produced standard-sized trucks for the Japanese Imperial Army. These trucks were designed to be as simple as possible due to material shortages, often featuring only one central headlight. The Japanese Army supported production by paying partially in advance and settling the remainder upon delivery.

Toyota's facilities, including the Koromo Plant, were repurposed for the war effort, making them targets for Allied bombings. The Koromo Plant was bombed on August 14, 1945, just one day before Japan's surrender. However, the war ended before a planned large-scale Allied bombing of Toyota’s factories.

Following Japan's surrender, the U.S.-led occupation forces banned passenger car production but allowed Toyota and other automakers to produce trucks for civilian use to help rebuild the nation's infrastructure. Toyota also repaired U.S. military vehicles during this period, marking a pivotal phase in its post-war recovery and transition to peacetime operations.

After World War II, Toyota faced significant challenges as Japan transitioned to peace. Initially, passenger car production was banned by the U.S.-led occupation forces, but Toyota was permitted to produce trucks to aid in rebuilding Japan’s infrastructure. By 1947, Toyota launched its first post-war passenger car, the Toyota SA, marking the company's reentry into the passenger vehicle market.

The onset of the Cold War in 1947 led to a shift in U.S. policies, emphasizing Japan's economic recovery and political stability. This policy shift, known as the "Reverse Course," allowed Japanese automakers to resume passenger car production in 1949. However, a new economic stabilization program to curb inflation caused severe financial strain in the automotive sector. Toyota struggled with a shortage of funds, compounded by widespread defaults on truck loans.

The Bank of Japan intervened, bailing out Toyota on the condition that the company implement internal reforms. This financial assistance and structural changes enabled Toyota to stabilize and rebuild its operations, setting the stage for its eventual growth and global success.

In the early 1950s, Toyota emerged from its financial difficulties as a leaner company, having downsized by closing factories and laying off workers. The outbreak of the Korean War in 1950 brought a lifeline to the struggling automaker when the U.S. Army ordered 1,000 trucks from Toyota to support military logistics near the battlefront. This order provided crucial revenue, stabilizing Toyota’s business operations and ensuring its survival during a precarious period.

Later that year, Eiji Toyoda, a close relative of Kiichiro Toyoda, led a team of executives on a fact-finding mission to the United States, where they trained at the Ford Motor Company and studied the production methods of numerous American manufacturers. During their visit to the Ford River Rouge Complex in Dearborn, Michigan, the Toyota team was struck by the sheer scale of Ford's operations but also noted significant inefficiencies, such as high levels of inventory and waste in the manufacturing process.

Eiji Toyoda and Taiichi Ohno, a seasoned loom machinist, used the insights gained from this trip, combined with their existing expertise in loom manufacturing, to develop what became the Toyota Production System (TPS). They sought to adapt the American model of mass production by incorporating principles that emphasized efficiency and quality. Key elements of TPS included:

1. Kanban System: Inspired by grocery store restocking practices, Toyota implemented a "pull" system of production. The Kanban system used cards to signal when parts or materials were needed, reducing excess inventory and ensuring just-in-time production.
2. Kaizen (Continuous Improvement): Toyota emphasized incremental improvements in every aspect of manufacturing, fostering a culture where all employees, from the factory floor to management, contributed ideas to improve efficiency, reduce waste, and enhance product quality.
3. Jidoka (Autonomous Automation): Building on Sakichi Toyoda’s principles, machines and assembly lines were designed to stop automatically when defects were detected, ensuring that quality was maintained throughout the production process.

The Toyota Production System was not merely a set of manufacturing practices; it represented a broader management philosophy, later known as The Toyota Way, which focused on long-term thinking, respect for people, and a commitment to innovation and excellence. By refining and integrating these principles, Toyota set itself apart from its competitors, producing high-quality vehicles efficiently while minimizing costs.

By the end of the 1950s, Toyota had firmly established itself as a leader in manufacturing innovation, producing vehicles with unprecedented reliability and quality. These foundational developments paved the way for Toyota’s global expansion and lasting success.

In 1952, Toyota embarked on developing its first fully designed and manufactured passenger car, the Toyopet Crown, a significant departure from its previous practice of outsourcing body designs and using truck frames for passenger vehicles. This ambitious project aimed to create a vehicle suitable for Japan's challenging road conditions, which were often muddy and unpaved. The development required Toyota to innovate, designing both the car's body and a new chassis that combined durability with comfort.

The project had been championed by Toyota’s founder, Kiichiro Toyoda, who envisioned a fully independent passenger car production capability for the company. However, Kiichiro passed away unexpectedly on March 27, 1952, before seeing the project completed. His vision and legacy continued to inspire Toyota's engineers, who completed the first prototypes in June 1953.

Leadership transitioned to Eiji Toyoda, Kiichiro's cousin, who guided the company for the next two decades. Eiji oversaw Toyota’s transformation into an independent and fully-fledged automotive manufacturer, separating operations from the Toyoda Automatic Loom Works.

After three years of development, the Toyopet Crown was launched in August 1955, marking a pivotal moment in Toyota’s history. The Crown was met with widespread acclaim, earning positive reviews both in Japan and internationally. This success positioned Toyota as a competitive force in the global automotive industry and laid the foundation for the company’s future growth and innovation.

Following the successful launch of the Toyopet Crown in 1955, Toyota shifted its focus to expanding its presence in international markets. That same year, the company entered Saudi Arabia, marking its first major export initiative. Through an agreement with Abdul Latif Jameel, founder of the company that would become Toyota's distributor in the region, Toyota introduced the Land Cruiser, a rugged and durable vehicle well-suited to the challenging terrain of the Middle East.

Building on this success, Toyota expanded further into neighboring Yemen in 1956, also with the Land Cruiser as its flagship export. These early ventures into the Middle Eastern market proved pivotal for Toyota, establishing a strong foundation for its global growth and reinforcing the Land Cruiser's reputation for reliability in extreme conditions. This period marked the beginning of Toyota's aggressive and strategic approach to international expansion.

In 1958, Toyota made a significant leap by establishing its first production facility outside Japan, located in Brazil. This milestone demonstrated Toyota’s commitment to becoming a global automotive leader, enabling the company to cater to local markets while reducing export costs. These strategic moves in the mid-1950s laid the foundation for Toyota's worldwide presence, with the Land Cruiser emerging as a cornerstone of its early export success.

In the 1960s, Japan experienced a period of rapid economic growth known as the Japanese economic miracle, characterized by rising incomes and increased consumer purchasing power. The Japanese government also made significant investments in improving road infrastructure, creating a favorable environment for automobile ownership. Toyota capitalized on this opportunity by introducing affordable, mass-market vehicles such as the Toyota Corolla, launched in 1966. The Corolla became an enormous success, eventually earning the distinction of being the world's all-time best-selling automobile.

Toyota also expanded its footprint in the United States, finding success with the Toyota Corona in 1965. Redesigned specifically for the American market, the Corona featured a more powerful engine and quickly gained popularity. By 1966, U.S. sales of Toyota vehicles had tripled, exceeding 20,000 units. By 1967, Toyota became the third-best-selling import brand in the U.S., solidifying its position in the competitive American market.

To navigate the 25% "chicken tax" on imported light trucks, Toyota made its first U.S. manufacturing investment in 1972. The company partnered with Atlas Fabricators in Long Beach, California, to produce truck beds domestically. By importing trucks as incomplete chassis cabs (without beds), Toyota reduced the tariff to 4%. Atlas then built and attached the truck beds, enabling Toyota to compete effectively in the American light truck market. The partnership proved so successful that Toyota purchased Atlas in 1974, marking a significant step toward its localization strategy in the U.S. and contributing to its growing dominance in the global automotive industry.

The energy crisis of the 1970s marked a turning point for the American auto industry. As fuel prices soared, consumer preferences shifted from large, inefficient vehicles to smaller, more fuel-efficient cars. While domestic automakers struggled during this period, often referred to as the malaise era, foreign manufacturers like Toyota were well-prepared to meet the demand for economical, reliable vehicles. Toyota’s success in the U.S. market during this time contributed to growing anti-Japanese sentiment, prompting discussions in the U.S. Congress about imposing import restrictions to protect domestic automakers.

Meanwhile, Toyota also strengthened its position in Japan’s automotive landscape. In the 1960s, Japan began slightly opening its auto market to foreign competition. To reinforce its capabilities ahead of this shift, Toyota strategically acquired stakes in other Japanese manufacturers. This included Hino Motors, a leader in commercial trucks, buses, and diesel engines, and a 16.8% stake in Daihatsu, renowned for producing kei cars—the smallest highway-legal vehicles in Japan. These partnerships marked the beginning of long-standing collaborations, enabling Toyota to diversify its expertise and expand its offerings in both domestic and international markets.

By adapting to changing market conditions and forming strategic alliances, Toyota not only weathered the challenges of the 1970s but also strengthened its position as a global leader in the automotive industry.

In the early 1970s, Toyota focused on establishing domestic production in Southeast Asia, aligning with local production policies and fostering partnerships to support economic development. In the Philippines, Toyota partnered with Delta Motor Corporation, providing capital and transferring technology to strengthen local manufacturing capabilities. By 1973, Delta Motor began operations at a new plant, producing engine blocks for the Toyota Corona 12R engine and other components, marking a significant step in Toyota’s localization efforts.

In Indonesia, Toyota formed a joint venture with Astra International, creating Toyota Astra Motor in 1971. The company undertook extensive retooling of the PT Gaya Motor assembly plant, which began assembling popular models such as the Toyota Corona, Land Cruiser, large trucks, and the Toyota Corolla. By 1973, production at the plant exceeded 10,000 vehicles, reflecting the growing demand in the region.

To meet local needs and adhere to domestic production policies, Toyota collaborated with its partners in both countries to develop a basic utility vehicle (BUV). The first prototype was completed in January 1975, leading to the launch of the Toyota Tamaraw in the Philippines in December 1976 and the Toyota Kijang in Indonesia in June 1977. These vehicles were well received, cementing Toyota's reputation for producing affordable, durable vehicles tailored to local markets. Through these strategic initiatives, Toyota solidified its presence in Southeast Asia, contributing to the region's industrial growth and expanding its global footprint.

Building on the successes of the 1970s and responding to increasing pressure from the U.S. government, Toyota deepened its investments in the North American market during the 1980s. In 1981, Japan agreed to voluntary export restraints, limiting the number of vehicles exported to the U.S. annually. To circumvent these restrictions and maintain its market share, Toyota began establishing assembly plants in North America, allowing the company to produce cars domestically while meeting demand. The U.S. government also closed a tax loophole that had previously allowed Toyota to build truck beds domestically to lower import duties on its vehicles.

In the same year, Eiji Toyoda stepped down as president to become chairman, and Shoichiro Toyoda, the son of founder Kiichiro Toyoda, succeeded him as president. Shoichiro immediately took on the challenge of merging Toyota’s separate sales and production organizations, which had long been described as incompatible, like "oil and water." In 1982, these divisions were successfully united under the Toyota Motor Corporation, though it took years of Shoichiro’s leadership to fully integrate the two entities.

Back in Japan, Toyota expanded its offerings with mid-level luxury vehicles, positioning them below the flagship Crown and Century models. The Mark II, Cresta, and Chaser, along with hardtop coupes and sedans, offered multiple trim levels and engine sizes to cater to a wide range of buyers and provide tax advantages based on engine displacement. Simultaneously, Toyota capitalized on the growing popularity of sports cars, with models like the Celica, Corolla Levin, and Sprinter Trueno achieving strong sales.

The 1980s marked a period of strategic growth for Toyota, with investments in global manufacturing, organizational unification, and an expanding product lineup that strengthened its position in both domestic and international markets.

By the late 1980s, Toyota sought to compete in the global luxury car market, a space dominated by brands like Mercedes-Benz, BMW, and Jaguar. While Toyota's flagship models, the Crown and Century, were well-regarded in Japan, they lacked the international appeal necessary to challenge established luxury automakers. To address this, Toyota began secretly developing a new luxury brand in August 1983, investing over $1 billion in the project.

The result was Lexus, a division dedicated to marketing and servicing luxury vehicles in international markets. The brand's flagship vehicle, the LS 400, debuted in 1989. Designed as a full-size luxury sedan, the LS 400 combined cutting-edge technology, refined styling, and a competitive price point, appealing directly to global consumers.

The LS 400’s strong sales were instrumental in the successful launch of the Lexus marque, establishing Toyota as a formidable player in the luxury automotive segment and paving the way for Lexus to become one of the most respected premium car brands worldwide.

Toyota’s efforts to establish an assembly plant in the United States began in 1980 as the company sought to expand its manufacturing footprint and mitigate the impact of potential tariffs on imported vehicles. Initial talks with Ford Motor Company about a joint venture broke down in July 1981, but by 1984, Toyota finalized an agreement with General Motors (GM) to create a joint-venture manufacturing plant known as NUMMI (New United Motor Manufacturing, Inc.), located in Fremont, California.

For GM, NUMMI provided access to Toyota's expertise in small car production and a chance to learn about The Toyota Way and the Toyota Production System, which emphasized quality, efficiency, and continuous improvement. For Toyota, the partnership offered an opportunity to establish its first manufacturing base in North America, avoiding tariffs on imported vehicles and gaining valuable insight into navigating the American labor environment. The plant was led by Tatsuro Toyoda, the younger brother of Toyota’s president, Shoichiro Toyoda.

NUMMI began operations in 1986, and on October 7, the first Toyota vehicle assembled in the United States, a white Corolla, rolled off the production line. The joint venture not only symbolized Toyota’s commitment to the U.S. market but also set the stage for its expansion in North American manufacturing, helping the company strengthen its foothold in one of its most important global markets.

The 1990s marked a period of diversification and innovation for Toyota as the company expanded its lineup beyond compact cars, introducing larger and more luxurious vehicles. Key launches included the T100 full-sized pickup (later succeeded by the Tundra) and several SUV lines, as well as the Camry Solara, a sportier version of the popular Camry. Toyota also updated its iconic sports cars, releasing new iterations of the MR2, Celica, and Supra.

In Japan, Toyota continued to cater to demand for mid-level luxury vehicles, offering models like the Soarer, Mark II, Cresta, Chaser, Corona EXiV, and Carina ED, while also selling performance-oriented cars like the Corolla Levin, Sprinter Trueno, and Starlet GT. These vehicles reflected the era’s prosperity and growing consumer appetite for both luxury and sportiness.

A major milestone came in December 1997 with the debut of the first-generation Toyota Prius, the world’s first mass-produced gasoline-electric hybrid car. Initially sold exclusively in Japan, the Prius established Toyota as a leader in environmentally friendly automotive technology.

Toyota also strengthened its global footprint during the 1990s. Building on its motorsport success in Europe through Toyota Team Europe, the company established Toyota Motor Europe Marketing and Engineering (TMME) and a manufacturing base in the United Kingdom (TMUK) to better serve the growing European market. Expansion continued with new bases in Indiana, Virginia, and Tianjin, China.

Increased ownership of Daihatsu further bolstered Toyota's product offerings in smaller vehicle segments. By 1995, Toyota held a 33.4% stake in Daihatsu, gaining veto power over shareholder resolutions. In 1998, it became Daihatsu’s majority shareholder with a 51.2% stake, solidifying control over the company.

Toyota also achieved significant financial milestones, listing itself on the New York and London Stock Exchanges on September 29, 1999, enhancing its international credibility and access to global capital.

Leadership changes also defined the decade. In 1992, Shoichiro Toyoda transitioned to chairman, allowing his brother Tatsuro Toyoda to become president, a role Tatsuro held until his retirement in 1995. Shoichiro retired as chairman in 1999, but both brothers retained honorary advisory roles. Leadership passed to Hiroshi Okuda, who served as president from 1995 to 1999 before becoming chairman, with Fujio Cho succeeding him as president.

The 1990s were a transformative decade for Toyota, as the company expanded its product range, pioneered hybrid technology, strengthened its global presence, and transitioned leadership to a new generation. These developments positioned Toyota for continued success in the 21st century.

The 2000s marked a decade of both significant achievements and serious challenges for Toyota. In August 2000, the company began exporting the Prius, expanding its hybrid vehicle success beyond Japan. Toyota continued its growth by acquiring long-time partner Hino Motors in 2001, solidifying its presence in the commercial truck and bus market. That same year, Toyota entered Formula One racing, signaling its ambition in motorsport. In 2002, it formed a joint manufacturing venture with Citroën and Peugeot in France. To appeal to younger North American customers, Toyota introduced the Scion brand in 2003. By 2005, Toyota ranked eighth on Forbes’ 2000 list of the world's leading companies. Leadership also shifted that year, with Fujio Cho becoming chairman and Katsuaki Watanabe assuming the role of president.

Toyota’s expansion continued with the launch of the updated Tundra full-sized truck in 2007, produced in factories in Texas and Indiana. The 2007 Toyota Camry was named Motor Trend’s Car of the Year, highlighting Toyota’s continued success in the U.S. market. Toyota also began construction of two new factories in Woodstock, Ontario, and Blue Springs, Mississippi. By the first quarter of 2008, Toyota had become the world’s top automaker by sales volume.

However, the global financial crisis of 2008 brought severe challenges. For the first time in 70 years, Toyota forecasted an annual loss. In December 2008, it announced an 11-day shutdown of all Japanese plants to reduce production and unsold inventory.

Amid these challenges, Toyota expanded into South Korea in 2009, establishing an office and launching the Camry sedan, Camry hybrid, Prius, and RAV4. However, the company faced its most significant crisis from 2009 to 2011 with reports of unintended acceleration, resulting in the recall of approximately 9 million vehicles worldwide. The recalls aimed to address issues with floor mats trapping pedals and mechanical sticking of accelerator pedals. The crisis was linked to 37 fatalities and led to numerous lawsuits. Toyota paid a $1 billion class-action settlement, a $1.2 billion criminal penalty, and faced accusations of concealing safety defects to protect its reputation.

Amid the scandal, Katsuaki Watanabe stepped down as president, and on June 23, 2009, Akio Toyoda, grandson of Toyota’s founder Kiichiro Toyoda, was appointed president. Akio, who had been with Toyota since 1984, brought extensive experience in production, marketing, and product development. His promotion marked the return of the Toyoda family to Toyota's top leadership for the first time in a decade. Despite the challenges, Akio’s leadership set the stage for Toyota’s recovery and future resilience.

The 2010s were marked by both natural disasters and significant strategic shifts for Toyota. In 2011, the company faced production setbacks due to the Tōhoku earthquake and tsunami, which severely disrupted its supplier base, resulting in an estimated loss of 150,000 units. Later that year, severe flooding in Thailand, where Toyota had significant production facilities, caused an additional 240,000 units of lost production.

In 2014, Toyota announced it would cease manufacturing vehicles and engines in Australia by the end of 2017, citing the unfavorable Australian dollar, high local manufacturing costs, and intense competition in a small market. The move reduced Toyota’s Australian workforce from 3,900 to 1,300 and marked the end of Australian automotive production, as Ford and General Motors (Holden) also exited by 2017.

Toyota maintained strong global sales in the 2010s, narrowly topping Volkswagen AG in the first half of 2014 with sales of 5.1 million vehicles, a 3.8% increase over the previous year. However, in China, Toyota faced regulatory scrutiny over its Lexus spare-parts pricing, prompting the company to reduce spare-parts prices by up to 35% in August 2014.

The decade also saw Toyota make significant investments in technology and innovation:

• In 2015, Toyota announced a $1 billion investment in artificial intelligence and robotics research over five years.
• In 2016, Toyota invested in Uber, and by 2020, it owned 10.25 million shares of the company, valued at approximately $292.46 million.
• In March 2016, Toyota partnered with Yanmar to create a fiberglass pleasure boat featuring marine diesel or inboard engines.
• In August 2016, Toyota acquired all remaining shares of Daihatsu, making it a wholly owned subsidiary.

Toyota also pursued autonomous vehicle development, investing $500 million in Uber’s self-driving car program in 2018.

In October 2019, Toyota faced backlash for supporting the Trump Administration’s proposal to override California’s ability to set its own emissions standards, which reduced the 2025 fuel efficiency target from 54.5 MPG to 37 MPG. This stance hurt Toyota’s reputation as a leader in green technology and sustainability.

The decade demonstrated Toyota’s resilience in overcoming significant challenges, including natural disasters and shifting markets, while embracing new technologies and adapting its business model to the evolving automotive landscape. However, some decisions, such as its stance on emissions, showed the complexity of balancing market strategies with brand values.

By 2020, Toyota reclaimed its position as the world’s largest automaker, selling 9.528 million vehicles globally, including those from its subsidiaries Daihatsu and Hino Motors, despite an 11.3% drop in sales due to the COVID-19 pandemic. Toyota continued its push into electric mobility, forming a joint venture with BYD in April 2020 to develop battery electric vehicles (BEVs).

In 2021, Toyota strengthened its partnerships with Hino Motors and Isuzu, creating the Commercial Japan Partnership Technologies Corporation to develop fuel cell and electric light trucks. Toyota also acquired Lyft’s self-driving technology unit for $550 million, merging it with its automation-focused Woven Planet Holdings division. In December, Toyota announced a ¥8 trillion ($70 billion) investment in electric vehicles, planning to launch 30 EV models and achieve sales of 3.5 million EVs annually by 2030.

Toyota’s resilience during the global semiconductor shortage reflected its improved supply chain strategies, revising its just-in-time model to require suppliers to hold larger inventory reserves. This adjustment, first made after the 2011 Tōhoku earthquake, helped mitigate disruptions caused by COVID-19.

In 2022, Toyota faced challenges with its first mass-produced all-electric vehicle, the bZ4X, recalling 2,700 units due to defective bolts that could cause wheels to detach. Despite this, Toyota maintained its position as the world’s best-selling automaker for the third consecutive year and pledged $5.6 billion toward EV battery production, including an increased investment in its North Carolina plant. Toyota also collaborated with the British government on a hydrogen-powered pickup truck project, receiving significant funding for research.

In 2023, Akio Toyoda stepped down as CEO, passing leadership to Koji Sato, former head of Lexus. This transition marked a shift in focus as Toyota aimed to expand its EV and connected vehicle initiatives. That year, Toyota also implemented its largest employee wage increase in two decades after union negotiations.

By 2024, Toyota had unveiled ambitious plans to build an electric car battery plant in Fukuoka, serving the Asian market. In November 2024, Toyota and Joby Aviation completed a test flight in Japan using an electric vertical take-off and landing (eVTOL) air taxi, signaling the company’s expansion into the future of transportation innovation.

Toyota’s ability to adapt to global challenges, invest heavily in new technologies, and maintain its position as a market leader underscores its ongoing commitment to innovation and sustainability in an increasingly competitive industry.

In April 2021, Toyota unveiled the bZ4X, an electric crossover SUV and the first vehicle built on the company’s dedicated electric platform, e-TNGA. This marked a significant step in Toyota’s transition to electric vehicles (EVs). The bZ4X is the inaugural model in the bZ (short for "beyond Zero") series, which aims to produce zero-emissions vehicles and contribute to Toyota’s broader sustainability goals.

Toyota has announced plans to launch seven bZ models globally as part of a broader lineup of 15 battery electric vehicles (BEVs) by 2025, showcasing its commitment to expanding its EV portfolio and addressing the growing demand for environmentally friendly transportation solutions.

The bZ series represents Toyota’s strategic pivot toward electrification, focusing on achieving carbon neutrality while leveraging its innovative platforms and extensive global reach.