Fleet1000 speaks to Toyota's Neil Broad on choice, trust and building future-ready fleets
"Some barriers to electrification are real, some are perceived, and fleet managers need help to separate the two."
Last year, Toyota reached a major milestone in its long-standing commitment to emissions reduction, surpassing six million electrified vehicle sales in Europe. Central to that progress is Toyota’s multi-path approach to decarbonisation, built on the belief that electrification should support commercial performance, not compromise it.
In this Fleet1000 interview, Neil Broad explains how that philosophy is shaping Toyota’s work with fleets, helping operators balance cost, reliability and operational reality. He explores why choice remains critical, where electrification is delivering tangible value today, and how trust and consistency underpin long-term fleet partnerships.
What inspired Toyota's focus on sustainable mobility, and how has your long-term commitment to electrification shaped your approach to fleet leadership?
“Toyota’s focus on sustainable mobility isn't a recent development. Toyota Motor Corporation has always made its corporate and social responsibility a priority; its Environmental Challenge 2050 began in 2015 focussing in six key areas to reach net zero across all areas of the business, a target we will reach in Europe by 2040.
“Toyota has always been an innovator, one of the obvious market impacts was the introduction of the Prius back in Japan in 1997 and Europe 2000. The new technology appealed to early adopters, customers receptive to new forms of technology, and with global sales today of all hybrid vehicles at more than 30 million units, the importance of this model and technology cannot be understated.
“Our fleet strategy has been simple and consistent, we endeavour to sell the right car to the right customer at the right time. Hybrid was a really effective way for companies to reduce their environmental impact without any downside. Well specified, well priced, but what was crucial to fleets was their reliability. This has been reflected in the sheer volume of sales across the world.
“We also back up the vehicle proposition with customer service excellence across every aspect of the fleet transaction. We maintain a firm belief that people sell cars and our experienced team continue to offer face to face consultancy. Fleet choices are complex and can be confusing, the team provide advice and clarity.”
Toyota has a multipath approach to sustainability. Why does a commitment to hybrid, plug-in, battery electric and hydrogen work for fleets?
“In a word… choice.
“It would be very arrogant for any manufacturer to tell the customer what they should run on their vehicle fleet.
“The best relationships are based on trust and our multi path strategy is designed to try to ensure that customers are offered the right vehicle for their needs. Yes, technology is changing but the essence of this philosophy still holds true.
“As legislation changes and as technology continues to progress, the definition of what is right for the customer will obviously evolve. Our strategy is to be agnostic to the tech argument as much as we can and to look in depth at the constitution of their fleet, their drivers, usage, their access to charging infrastructure and their funding methods to try and offer them the right bespoke combination.”
Where are you seeing the biggest benefits of electrification for fleets today - in cost control, driver experience, or operational efficiency?
"A combination of all of the above in truth.
"We know that in the post diesel era, hybrid offered the best no compromise solution to reducing emissions, maximising miles per gallon which required no change in behaviour or technical support as a normal day to day technology. That ethic still holds true today for many customers.
"Plug in technology offers a gateway to full electrification where access to charging and usage patterns make it the right choice for customers who have shorter commutes and access to charge points either at home or work.
"Full electric usage is undeniably on the increase and is absolutely the right choice for some fleet customers – where charging solutions are in place and where taxation benefits can be fully realised, fleets will increasingly move in this direction.
"Cost control spans many areas for fleets, from the simple acquisition cost, to lease rates, to tax implications, but all have to come with the best driver experience for fleets to keep their drivers both happy and efficient.
"Operational efficiency will be dictated by downtime management and, for commercial vehicles in particular, payload impacts of drivetrain choices. Again, taking a bespoke approach to fit the right customer to the right choice for them is the cornerstone of Toyota's multipath approach."
What does best practice look when it comes to building a balanced, future-ready fleet with an OEM partner?
“An effective and enduring customer/OEM partnership will work over several cycles. Decisions should not merely be made on a one off, discount driven basis.
“We are cognisant of the minefield that the complexity of these decisions creates for some. Major fleets employ full time fleet professionals who, in combination with their leasing company partners, are often highly adept at navigating these choices. However, many fleet decision makers in the modern world wear several work hats and need help along the way.
“Giving these customers a wider view of the pros and cons of all technologies, support in whole life cost decision making and guidance, as to where to find empirical tax advice, are all part of the role of an OEM fleet manager.
“Fleets are absolutely an investment, and we need to support that decision making process not only in advance of vehicle orders but through the in-life use of the vehicle with maintenance and downtime management support right through to assisting with disposal solutions.
“Full fleet management now and increasingly in the future will have to involve all of these factors in effective decision making.”
What have you learnt about supporting fleet customers through the transition to lower-emission vehicles, and how does Toyota overcome barriers to adoption?
"As I have already said, fitting the customer and the driver to the right technology choice for their use patterns is the absolute first step.
"That said, we can then work with companies to look wider at their whole fleet mix and use patterns to more correctly identify what technology works best for who.
"Pure hybrids carry no real need for change in policy or behaviour and will be available for purchase for some years to come.
"Where plugs are required, we can work with end users on wall box provision and beyond that to optimising their energy choices and payment options. This area of the market is really vibrant at the moment with an expanding set of choices being presented. We have an electrification team here at TGB that can work in conjunction with our fleet managers to sit with customers and help them navigate their options as efficiently as possible.
"Some barriers to electrification are real, some are perceived, and fleet managers need help to separate the two."
What does the roadmap to 100% CO₂ reduction look like from a fleet perspective, and how do you see hydrogen and BEVs coexisting?
"BEV’s are dominating the roadmap today, aided and directed by government policy and taxation and are set to become a future dominant technology.
"The evolution of battery technology will inevitably lead to increased range capability and as rapid charging infrastructure evolves, less downtime to consider in journey planning. Toyota will be a significant part of that evolution as we roll out new product portfolios for the future.
"Hydrogen has seen wider adoption in the commercial sectors with buses in particular leading the way to hydrogen use. Where load capacity is a factor, hydrogen carries all of the benefits of ICE vehicles with much of the same environmental benefits of BEV. It does undeniably require infrastructure to improve for it to become a mass market viable solution for domestic motoring use. I believe as the commercial uses proliferate, the adoption for cars will begin to make sense to more consumers. Perhaps the cross over will be in HGV and LCV adoption.
"We have already been trialling hydrogen powered HGV’s in parts delivery roles across certain European routes since May this year, covering more than 80,000 km and obtaining real world data on hydrogen usage and performance. Plus we have just announced we will be introducing an electric fuel cell Hilux pick-up in 2028, following the build of prototypes developed by colleagues here at our plant here in the UK."
What has been the most valuable leadership lesson you've learned about managing long-term transformation and maintaining trust with customers?
"Consistency is absolutely essential to driving trust – leadership for me is hugely based on gaining and maintaining that trust through a consistency in your own words and deeds. I believe that we find out more about people in adversity than we do in success and this really holds true with customer relationships and partnerships.
"Customers know that the world is not perfect, people make mistakes and even the best technology is never 100% foolproof. What customers value is being able to speak to someone who will listen and will take ownership of finding solutions. Leadership for me is developing a team with that mindset where we listen, own and adapt. Only then can we expect loyalty from our customer base and move them from short term opportunities to long term relationships. We get what we earn."