Toyota New Zealand (TNZ) chief executive Neeraj Lala attributes the company’s people and customer first culture as the factor contributing to the 25 years he has worked there.
Lala celebrates this TNZ career milestone in February. He joined the company straight after completing an undergraduate marketing degree at Victoria University of Wellington.
He believes his long-term service, and that of many other employees, is a direct result of the company’s supportive and nurturing approach to its staff, and the belief that staff are the most valuable asset to the company’s success.
Lala started as a new graduate and was offered career development opportunities throughout the company, including frequent changes in responsibilities, completing an MBA with full support from TNZ and including a three-year stint with Toyota USA before becoming the company’s chief executive.
In the age of the great resignation, he believes finding the right employer and sector keeps people learning, maturing, and challenging themselves throughout their career.
“When I first began, I was excited to be working for a car company that was focused on making a traditional Japanese car company, into a genuine and most loved and admired New Zealand company.
“This was the initial catalyst that drew me into the company. Along with the marketing focus, I would be lying if I wasn’t more excited about the 90s Sports cars Toyota had introduced. The 2JZ Supra, the ST205 Celica GT4, and the SW20 MR2 GT-S were all on the aspiration list to own one-day.”
“Now, 25 years on I am even more excited about the low emission powertrains we offer, along with our stable of the very best GR and Lexus sports cars. As an industry, we are at the intersection of retaining the passion of enthusiasts and transitioning to a more sustainable future.
“Moving our business from a car company to a mobility company is a great honour, along with committing to our sustainability objectives and championing women in leadership.
“My family is my motivation, and it’s a privilege to serve this company and our customers along this journey ahead. Our commitment to people through professional development and the pathway for those who wish to set personal development goals and seek new opportunities, is the perfect catalyst to start the adventure that lies ahead.”
“I have seen many people change jobs every few years for them to progress. My advice has always been to consider the longer-term objective and to develop a plan that will enhance your skills and experience, as I believe it takes a substantial amount of time to build momentum in new jobs and fully understand a new company or industry,” he says.
Lala contends that there probably aren’t too many other chief executives out there who have been with their company since leaving university, and just a few other major New Zealand companies that openly celebrate and encourage long service – such as Mainfreight.
“The common denominator is a loyal, people-focused business, with an emphasis on developing staff right across their careers. In both our National Customer Centre in Palmerston North and throughout the privately-owned Toyota Store network, we celebrate and reward long service and contribution. I view my tenure with Toyota New Zealand as a badge of honour,” Lala says.
Lala says being part of Toyota Motor Corporation means being part of a unique culture – a culture that is a mix of the Toyota Way, which has been evolving for decades, the Japanese business culture, and the grassroots culture of the Manawatū, where Toyota NZ is based.
Being headquartered in Palmerston North also sees lower commuting times and a strengthened work-life balance, which contributed to job satisfaction and low turnover.
“We are proud to be an important and significant partner in the Manawatū economy and community,” Lala says.
“Our people have strong roots in the region and enjoy a lifestyle that many other companies can only dream of – there is a lot to be said for the importance of community in creating a successful business.”
Lala says TNZ spends a lot of resource and time on training its people, across every level of the business, to support them to succeed. His own tenure, he highlights, has had a significant upside for the brand in providing leadership stability.
“The last 12 months have not been easy for Toyota and our team. While our revenues are satisfactory and we maintained our market leadership in New Zealand for the 35th consecutive year, it was not without its challenges as unprecedented disruption has plagued our business across almost every area,” Lala says.
“I am extremely grateful to our executive leadership, but more importantly every Toyota staff member across the country for responding to the challenge and attempting to manage the chaos.”
“Our company goal is to achieve net-zero carbon by 2050 while maintaining mobility for all. Including lifetime emissions of a vehicle, which is about the company’s accountability regarding climate change across its local value chain.
“We are all in this together. Our responsibility as a Kiwi brand and a market leader is to reduce not only our own emissions, but also help our supply and value chains, and customers to make a positive contribution,” he says.
Lala serves on the Sustainable Business Council’s Advisory Board, as well as being part of the steering committee for the Climate Leader’s Coalition, a champion for change for Global Women, and on the boards of Kinto New Zealand and Toyota Financial Services, and the Executive of Toyota Motor Corporation Australia.
He is also on the board of Manawatu Rugby Union and KartSport Manawatu.
“A commitment to the company is also a commitment to the local knowledge economy and to New Zealand,” Lala says.
