Nissan Motor Co., Ltd.
Annual Report 2012

Plain-text annual report

RRReeepppooorrrttt2t22t22t2 Annualr RAnnual Annualor epAnnualpo ReAnnual Annual Annual 22222200000011111222222 Annual Report 2012 Year Ended March 31, 2012 01 Vision Nissan: Enriching People’s Lives Mission Nissan provides unique and innovative automotive products and services that deliver superior measurable values to all stakeholders* in alliance with Renault. * Our stakeholders include customers, shareholders, employees, dealers and suppliers, as well as the communities where we work and operate. Contents Financial Highlights 02 Performance Year 2 Power 88 Message from the CEO Message from the COO Message from the CFO About Mid-term Plan Innovation & Power of brand Message from Palmer EVP Nissan’s Electric Vehicle History Fiscal 2011 Sales Performance Fiscal 2012 Sales Outlook and New Technologies Financial Review Financial Statements Corporate Data Executives 14 16 17 21 25 Corporate Governance Maintaining Trust Through Transparency 27 Information 41 03 05 07 09 10 13 This annual report presents financial results for the fiscal period ending March 31, 2012. The report also provides shareholders with insights into Nissan’s management team. Through one-on-one interviews, various members of executive management, including President and Chief Executive Officer Carlos Ghosn, discuss the philosophy and direction of Nissan. Report Annual Report http://www.nissan-global.com/EN/IR/LIBRARY/AR/ Sustainability Report http://www.nissan-global.com/EN/COMPANY/CSR/LIBRARY/SR/ Profile http://www.nissan-global.com/EN/IR/LIBRARY/PROFILE/ This annual report contains forward-looking statements on Nissan’s plans and targets, and related operating investment, product planning and production targets. Please note that there can be no assurance that these targets and plans will actually be achieved. Achieving them will depend on many factors, including Nissan’s activities and development as well as the dynamics of the automobile industry worldwide and the global economy. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Financial Highlights 02 For the years ended 2011 2011 Mar. 31, 2012 Mar. 31, 2012 2010 Mar. 31, 2011 2009 Mar. 31, 2010 2008 Mar. 31, 2009 2007 Mar. 31, 2008 Net sales1 Millions of yen ¥9,409,026 ¥8,773,093 ¥7,517,277 ¥8,436,974 ¥10,824,238 Operating income (loss) Millions of yen 545,839 537,467 311,609 (137,921 ) 790,830 Ordinary income (loss) Millions of yen 535,090 537,814 207,747 (172,740 ) 766,400 Net income (loss) Millions of yen 341,433 319,221 42,390 (233,709 ) 482,261 Comprehensive income Millions of yen 290,600 189,198 — — — Net assets Millions of yen 3,449,997 3,273,783 3,015,105 2,926,053 3,849,443 Total assets Millions of yen 11,072,053 10,736,693 10,214,820 10,239,540 11,939,482 Net assets per share Yen 750.77 703.16 663.90 644.60 860.17 Basic net income (loss) per share Yen 81.67 76.44 10.40 (57.38 ) 117.76 Diluted net income per share2 Yen Net assets as a percentage of total assets Return on equity % % Price earnings ratio3 Times — 28.4 11.22 10.79 — 27.4 11.30 9.65 — 26.5 1.59 77.02 — 25.6 (7.62 ) — 117.56 29.4 13.68 7.00 Cash flows from operating activities Cash flows from investing activities Cash flows from financing activities Cash and cash equivalents at end of year Net automotive interest-bearing debt Millions of yen 696,297 667,502 1,177,226 890,726 1,342,284 Millions of yen (685,053 ) (331,118 ) (496,532 ) (573,584 ) (867,623 ) Millions of yen (308,457 ) 110,575 (663,989 ) (135,013 ) (307,002 ) Millions of yen 840,871 1,153,453 761,495 746,912 584,102 Millions of yen (619,863 ) (293,254 ) 29,658 387,882 (180,232 ) Employees4, 5 ( ) represents the number of part-time employees not included in the above numbers Number 157,365 (34,775 ) 161,513 (35,099 ) 155,099 (27,816 ) 159,398 (28,089 ) 151,698 (17,600 ) 157,624 (17,908 ) 155,659 (20,107 ) 160,422 (20,649 ) 159,227 (21,308 ) 163,099 (21,686 ) Notes: 1. Net sales are presented exclusive of consumption tax. 2. Diluted net income per share for the fiscal 2008 is not presented because a net loss per share was recorded although dilutive securities existed. Diluted net income per share for fiscal 2009, fiscal 2010 and fiscal 2011 is not presented because the Company had no securities with dilutive effects. 3. Price earnings ratio for fiscal 2008 is not presented because a net loss per share is recorded. 4. The number of part-time employees has been changed to present the average number of part-time employees for the fiscal 2008 compared with the year-end part-time employees for the previous fiscal years. 5. Staff numbers, which are presented as the lower numbers in the “Employees” line, include those of unconsolidated subsidiaries accounted for by the equity method as reference data. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012 03 Message from the CEO Firing on All Cylinders: Nissan Power 88 Gains Momentum In fiscal 2011 we launched our mid-term business roadmap, Nissan Power 88, and made solid progress toward achieving the milestones it sets for us. Our robust partnerships and our work to enhance Nissan’s brand and sales power are paving the way for further growth. Carlos Ghosn President and Chief Executive Officer Moving Ahead with Power Fiscal 2011 was a record year for Nissan in terms of sales and growth. Despite natural disasters and currency exchange headwinds, we demonstrated our ability to manage successfully through crisis, quickly focusing on the actions required to protect the company and to ensure business continuity. Against a turbulent environment caused by factors out of our control, we made substantial progress across many fronts during 2011. In June, we unveiled a comprehensive, structured mid-term business plan: Nissan Power 88, a six-year program for growth. The word Power symbolizes our goals for brand and sales development, combined with greater focus on the overall customer experience. The numerals 88 represent our targets of 8% global market share and a sustainable 8% operating profit margin. The six-year timeframe reflects our confidence to make the necessary strategic investments in products, technologies and geographic growth that will benefit the company far beyond the end of the plan. Nissan made progress on multiple fronts during 2011. We made new investments to expand our global manufacturing footprint and we further utilized our Alliance with Renault and our growing network of partners. In China, Nissan’s largest global market, we started production of the Tiida hatchback at the second Huadu plant. Huadu is now our largest manufacturing facility worldwide, with annual production capacity of 600,000 units, illustrating the strength of our joint venture with Dongfeng, our Chinese partner. In Brazil and Mexico, we announced new manufacturing plants in Resende and Aguascalientes, respectively. These investments will contribute to production capacity in the Americas of 2,000,000 units by 2014, up from 1,200,000 units last year (2011). In March, we announced the return of Datsun. We are now preparing for the return of this iconic brand in India, Indonesia and Russia starting in 2014, bringing modern, high-value and robust products to the rapidly expanding middle classes in these important growth markets. In 2011, our light commercial vehicle business passed a significant milestone with sales exceeding 1,000,000 vehicles for the first time and keeping us on track to make Nissan the world’s largest LCV manufacturer by 2016. Partnerships and Global Reach Nissan has the most enduring and successful network of global partners. This network extends from our Alliance with Renault to our growing strategic cooperation with Daimler, Ashok Leyland, Mitsubishi and now AvtoVAZ. At a time when many manufacturers are just starting to work together, Nissan has a proven track record of managing successful relationships with other automakers. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Message from the CEO04 In 2011, valuable progress was achieved with our current partners, and new partnership were established. Together with Renault, we delivered an incremental €1.75 billion of additional synergies. As part of our growing partnership with Russian partner AvtoVAZ, we invested €400 million to produce five vehicles across three brands at the Togliatti facility. The Alliance announced an all-new entry Infiniti model to be created using Daimler’s latest vehicle architecture, and we will manufacture engines for Mercedes and Infiniti at Nissan’s Decherd engine plant in the United States. In partnership with Ashok Leyland, we started production of the Dost, a compact and affordable pickup truck that will help us grow our LCV presence in the Indian market. And with Mitsubishi, Nissan established a new joint venture to lead the design and engineering of an all-new mini car in Japan. During 2012, Nissan will completely renew three large-volume global models. The first is the new Altima, which was revealed in April at the New York International Auto Show. In total, we will launch 10 all-new vehicles in 2012 including the Pathfinder, Sylphy/Sentra, NV350 Caravan and a long wheelbase version of the Infiniti M sedan. Of the 90 new technologies we will launch during Nissan Power 88, 15 will start this year, including an expanded multi-sensing system built on our Around View Monitor image processing technology. We will also launch our next-generation XTRONIC continuously variable transmission (CVT). Nissan is the recognized global leader in CVTs, and this latest generation provides a fuel- economy benefit of up to 10% compared to the current model. Fuel-saving technologies are part of our Blue Citizenship program that guides our environmental, safety and philanthropic actions. During Nissan Power 88 we will invest 70% of our advanced R&D budget into environmental technologies, including those focused on delivering zero-emission leadership. We will continue our expansion into new and emerging markets during 2012. We are launching the first product from our new Chinese local brand, Venucia, which allows us to compete for the first time in the four million strong entry segment of the Chinese market. In Russia, together with our partners Renault and AvtoVAZ, Nissan is working toward a 40% share. We expanded our relationship with AvtoVAZ last May (2012), and in the second half of this year (2012), we will launch our first entry-level car built locally at the AvtoVAZ plant in Togliatti, the Almera. At the same time, by no means are we neglecting our premium business. We opened the new global headquarters for Infiniti in Hong Kong in May 2012. In the same year, we will add new markets for Infiniti, such as Chile and Australia, as we drive toward our sales target of 500,000 units across 70 markets by 2016. A Bright Future for the Nissan Brand Under Nissan Power 88, we have made both brand power and sales power specific focuses for the company. A strong brand helps our business in every measurable area of the sales and marketing process, from overall opinion to purchase intention to the revenue we generate from every vehicle sold. We will also focus on enhancing overall opinion. Based on the high statistical correlation between overall opinion and market share, this measurement, combined with revenue growth, is the most cost-effective yardstick for growing our market share. Our efforts are being recognized: last year Nissan was named both a top 100 global brand and the most improved brand by the influential Interbrand Group. This year, we rolled out our first-ever global brand campaign in locations like major international airports, reaching hundreds of millions of people with the same consistent message. Our focus on sales power is driving the expansion of our dealer network in high-growth and emerging markets, using a proven, scientific geomarketing strategy to optimize dealer coverage and increase customer convenience. This year, we will expand our global network by opening 750 new dealer locations, the largest annual increase during Nissan Power 88. We will also increase our sales per outlet, as it is a key measure of operational efficiency. As we start the new fiscal year, Nissan stands as a company unleashed for success and ready to accelerate growth in all core markets its growth. Together with a stronger brand, investments in products, technologies and global capacity, we have the tools to achieve Nissan Power 88 and beyond. You can continue to expect the best from Nissan. Carlos Ghosn President and Chief Executive Officer Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Message from the CEOYear 2 Power 88 Innovation & Power of brand Performance Corporate Data Corporate Governance 05 Message from the COO Message from the COO NISSAN Annual Report 2012 The Power We Need in Volatile Times Nissan addressed great challenges in the fi rst year of its new mid-term business plan. With a focus on geographic and consumer diversity, as well as environmentally friendly mobility options, it epitomized the Nissan Way: “The power comes from inside.” Toshiyuki Shiga Chief Operating Officer Strong Performance in a Tough Year The 3/11 earthquake and tsunami inflicted enormous damage, mainly in Japan’s Tohoku region. The catastrophe took numerous lives and deprived people of their normal, everyday life. Nissan runs operations in the affected areas, and the company has been taking various actions to support the disaster-stricken regions while restoring its business. Our support includes implementing humanitarian aid, providing Nissan LEAF electric vehicles (EVs) and 4WD Patrols, and dispatching a mobile library for children in the affected areas. The disaster damaged our Tochigi and Iwaki Plants, and we had to suspend some operations for two months because of the disrupted supply chain. Even in this state of emergency, a number of actions helped us resume production and mitigate the effects on our operations outside Japan. This is a fruit of our swift, companywide cross-functional/cross-regional initiatives based on the Nissan Way: “The power comes from inside.” Our guiding principle for all employees, the Nissan Way has been fostered through our business operations. It proved its worth again in addressing such challenges as the strengthening yen and flooding in Thailand and helping to lessen their impacts on us. Despite a number of difficulties beyond our control, Nissan’s sales hit an all-time high in fiscal 2011, while profit grew year- on-year. We were put to the test, but we fulfilled our potential and surmounted the challenges. This success has not made us complacent, the business environment remains volatile, and global competition is intensifying every day. We are increasing our competitive edge to adapt to the changes. Let me describe the changes we face and what we are doing to adjust to them. A Focus on Diversity Needless to say, many manufacturers including automakers in Japan are struggling in cutthroat competition in the global market. These companies share a common challenge: the Japanese yen is at a historic high. Against this backdrop, We believe that retaining a certain amount of R&D and manufacturing activities in Japan is critical to continue growing and competing in the global arena. 06 For example, the March, our compact car for the Japanese market, was produced previously in our Oppama Plant in Japan but has been relocated to our consolidated entity in Thailand. The 100% all- electric Nissan LEAF is now produced at our Oppama Plant. Our creation of Nissan Motor Kyushu, which capitalizes on its convenient location to import cost-competitive parts from other Asian countries, is another undertaking. Nissan is making moves to counter the effect of the strong yen. Production entities in Japan are expected to play the role of “mother plants” with state-of-the-art, value-added monozukuri (manufacturing excellence), and to keep on building strong technologies and skills. Meanwhile, facilities in other regions are delivering regionally optimal products and services to customers at competitive prices through regionally optimal sourcing. This is mandatory to succeed in the competition with today’s rapidly advancing players, and Nissan is globally directing all its energies to these initiatives. Nissan is also making efforts to adapt to diversifying customer needs. We are seeing significant growth in emerging markets, in particular the BRICs (Brazil, Russia, India and China) and neighboring countries. Accordingly, diversification of customer needs is increasingly visible. We have clear strategies for working on these new markets. One example is offering products and services that cater to the needs of first-time buyers who drive car demand in emerging markets. Nissan will reintroduce Datsun as a new brand for those customers and a counterpart to Infiniti, our premium brand already available for luxury customers. By combining these with the Nissan brand, we are actively developing an organization that grasps different market needs in more detail, enriching our product line-up and extending market coverage. Taking the Green Way Forward Another Nissan initiative is our diversification of green technologies. Diesel engines and downsized engines are in the mainstream in Europe, whereas plug-in hybrid electric vehicles (HEVs) and fuel- efficient gasoline engines are gaining popularity in Japan and the United States. Needs are diverse in emerging markets, meanwhile, spanning everything from ethanol engines to Thailand’s eco-car project and Indonesia’s green car program. Our technological pillars are zero-emission technologies represented by EVs and our PURE DRIVE technologies including clean diesel, the XTRONIC continuously variable transmission and HEVs. The benefits of Nissan LEAF are not limited to vehicle functions. We are also working on the “LEAF to Home” power supply system, which lets users store electricity in batteries during the low-demand night and supply it to their household in the peak daytime hours. It is not easy to develop diverse green technologies, including zero emission and PURE DRIVE, on our own. Our Alliance with Renault and our other partnerships play an important role in this aspect. Nissan has been fostering a successful win-win relationship since the start of the Renault-Nissan Alliance in 1999. In addition to economies of scale, we have obtained excellent results in strategic joint operations and other areas that benefit both parties. We enjoy a strong network of partnerships around the world, including our joint venture with Dongfeng in China, a joint operation with Ashok Leyland in India and a capital alliance between the Renault-Nissan Alliance and AvtoVAZ in Russia. This network enables us to adapt to growing emerging markets, diversifying customer needs and demand for a full range of green technologies. The spirit of the Nissan Way informs all of our efforts to tackle the challenges of disaster recovery and global competition. It is no exaggeration to say that the essence of what it takes to accomplish the goals of Nissan Power 88, our new mid-term business plan, lies in the Nissan Way. As this spirit makes itself felt throughout the organization, it is increasingly bearing fruit. We will continue evolving as a carmaker with both flexibility and robust fundamentals, offering distinctive and innovative products and services that delight our customers. “The power comes from inside” at Nissan, and we intend to share it with the world. Toshiyuki Shiga Chief Operating Officer Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Message from the COO07 Message from the CFO Growing Yet Ready to Address Any Situation Nissan wrapped up the first year of its mid-term business plan with solid performance across the board. The company is positioned well to continue pursuing the ambitious goals it set for itself in Nissan Power 88, and is looking forward to further growth in market share and profitability as the plan moves forward. Joseph G. Peter Chief Financial Officer What changes did Nissan implement in response to last year’s disaster, and what did you learn? Broadly speaking, we did not fundamentally shift our strategy, plans or business model as a result of last year’s disasters. Frankly, our experience during these events validated our existing plans—for the most part, our responses were continuations of strategies, priorities and plans already in place. In our localization strategy, for example, we have been working to better balance our manufacturing and sourcing footprint to our sales footprint since the start of the financial crisis in 2008. Our goals at that time were to reduce foreign currency volatility and cost. Today, we also see benefit in terms of reducing supply-chain risk arising from production interruptions. These strategies and initiatives are in various stages of implementation. In fiscal 2010, we began local production and sales of the V-platform global compact car in Thailand, India, China and Mexico, and in January 2011, we announced a plan to increase local production of fully built-up units from approximately 69% in 2010 to 85% by 2015 in the Americas. This includes production in Smyrna, Tennessee, of the new Infiniti JX and Nissan LEAF in 2012, as well as the production shift of the next-generation Rogue from Japan to Smyrna in 2013. A second example relates to our focus on a strong balance sheet and sustained free cash flow generation. Our actions in recent years to prioritize free cash flow, eliminate automotive net debt and reduce reliance on short-term debt greatly helped us to handle last year’s disasters. We now have a much stronger automotive balance sheet and liquidity position—we continue to benefit from this even today as we face renewed market volatility related to the euro-zone crisis. Perhaps the key change we did make as a result of our experience during the disasters of 2011 was to modify our purchasing process to enhance business continuity plans at the parts level, particularly for critical components, and to mitigate certain supply concentration risks. These modifications, though, are more evolutionary kaizen changes rather than fundamental overhauls to our sourcing strategy. How do you evaluate the first year of the mid-term plan? The past year has certainly been challenging as we worked to overcome the impacts of the natural disasters in Japan and Thailand and the unrelenting strength of the yen. Notwithstanding the adverse environment, I think it is fair to say that Nissan had a solid start to Nissan Power 88, making progress in all of the key metrics of our business. In fiscal 2011, Nissan’s global sales reached 4,845,000 units, a 15.8% increase from fiscal 2010 and an all-time record. We achieved another record with full-year global market share of 6.4%, up 0.6 points year on year. Our positive sales performance continued to be geographically broad based as we enjoyed strong growth in many of the world markets. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Message from the CFO08 Looking at the financial metrics, consolidated net revenues reached 9.4 trillion yen, up 7.2% from the previous year. Operating profit stood at 545.8 billion yen and our net income was 341.4 billion yen— both of these measures are above the fiscal 2010 levels despite the significant negative year-on- year impact of the strong yen. Additionally, we generated strong automotive free cash flow of 379.5 billion yen. As a result, we increased our automotive net cash position to 619.8 billion yen. These results are all the more striking when viewed in the context of the performance of the other significant Japanese automotive companies during the same timeframe. What are the main areas of your focus to ensure success for the plan? Primarily, I will continue to work with Nissan’s leadership so that we can deliver exceptional results. Nissan Power 88 represents an opportunity to grow our business, both geographically and in terms of our products and technology. An important part of my job is making sure we have the capital for this growth, which requires investment in new products, factories, distribution networks and sales finance activities. In this regard, we will continue actions to sustain our free cash flow generation and to strengthen our balance sheet. Additionally, I will work with the management team to drive the achievement of benchmark efficiency throughout our value chain. This involves close cooperation among Nissan’s leadership and its teams to establish business models with clear objectives that will ensure that we meet our mid-term goals. How do you balance growth in market share and operating margin? From my perspective, our goals of 8% market share and 8% operating profit margin are not things to balance one against the other. When we pursue growth in sales volume or market share in the right way, our premise is that it will lead to improved profitability. At Nissan, we have a disciplined process in which investments are carefully scrutinized. We also have a robust business planning process in which we review our strategies and investments, as well as risks and opportunities, in the context of our changing business environment which allows us to identify parts of our plans that need increased focus and ways to improve them. In this way, we can react to changing business conditions in real time—a capability that has been successfully tested following the financial crisis touched off in 2008 and in the wake of the natural disasters of 2011. What are your thoughts on shareholder value? The strategies and objectives of our mid-term business plan are designed to significantly enhance shareholder value through business growth that drives higher revenue and profits as well as strong sustained free cash flow generation. In this way we will enhance enterprise value while at the same time maintaining a strong balance sheet and providing shareholders an attractive dividend. Reflecting our confidence in the plan, and in spite of the current volatile and fragile global economic environment, in May this year (2012) we announced our intention to increase the fiscal 2012 dividend by 25% to 25 yen per share. Over the Nissan Power 88 period, we have targeted a minimum dividend payout ratio of 25% of net income, and we will continue to work to improve our credit rating and strengthen our balance sheet further. Under this policy and our current outlook for the Power 88 period, we project that the dividend per share will rise over the course of the mid-term plan. Joseph G. Peter Chief Financial Officer Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Message from the CFOYear 2 Power 88 Innovation & Power of brand Performance Corporate Data Corporate Governance 09 Message from CEO About Mid-term Plan NISSAN Annual Report 2012 Nissan is operating its business based on the mid-term plan, Nissan Power 88 for the fiscal years 2011 to 2016. “Power” derives its significance from the strengths and efforts we will apply to our brands and sales. Our commitment is to renew our focus on the overall customer experience, elevating Nissan’s brand power and ensuringquality excellence for every person who buys a Nissan car. “88” denotes the measurable rewards from achieving our plan. We aim to achieve a global market share of 8% from 5.8% in 2010, and we will increase our corporate operating profit to a sustainable 8% from 6.1% in 2010. Nissan is implementing 6 tactics under Nissan Power 88: 1. Brand power To strengthen Nissan’s brand power, we will expand our strength in engineering and production to the sales, marketing and ownership experience. We will raise the level of interaction with our customers to create a world-class standard of service that will build lasting relationships with every Nissan car owner. We recognize that having a stronger brand will help close the gap with our top competitors in every measurable area – from revenue generation to overall opinion and purchase intention. 2. Sales power Sales power in the mid-term plan refers to fully grasping the needs of customers in each market and drastically raising sales volume and market share. In emerging markets, we will focus on building a robust dealer network with market positioning and staffing optimized to meet the needs of local Nissan customers. In mature markets, where our dealer network is already established, we will take a strategic approach to improve customer loyalty and improve sales efficiency by increasing sales volume per outlet. 3. Enhancing quality Nissan aims to make steady progress in improving product quality. During Nissan Power 88, our aim is to raise Nissan into the top group of global automakers in product quality and elevate Infiniti to leadership status among peer luxury products. 4. Zero-emission leadership Nissan has taken the lead as the all-time volume leader in dedicated electric vehicle sales. Nissan’s EV lineup will include a light commercial vehicle and an all-electric premium car, to be launched by Infiniti in the near future. Together with our alliance partner Renault, we intend to put 1.5 million EVs on roads worldwide by 2016. In addition, Nissan continues to take a leadership role in every aspect from the development of batteries, chargers and vehicle lineup to electric grid studies, battery recycling and the use of batteries for energy storage, so that we will contribute to the establishment of sustainable mobility. 5. Business expansion Regarding the 8% market share objective under Nissan Power 88, we estimate that 35% of the growth in volume will come from mature markets and 65% will come from emerging markets. We will achieve this through a steady tempo of new product launches averaging every six weeks, a continued focus on growth markets and the expansion of our Infiniti and light commercial vehicle businesses. Investments in manufacturing capacity expansion, particularly in China, North America, Brazil, Russia and India, will enable us to increase sales volume. 6. Cost leadership We have been successful in reducing costs by 5% annually, due mainly to our cross-functional monozukuri activities involving our supplier base. As our production footprint is increasingly globally, we will maintain this pace by enhancing and deepening these activities in every Nissan production base across the regions. Moreover, evaluating not only purchasing costs but also logistics and in-house costs, we have set an objective to reduce total costs by 5% each year. Together with a stronger brand, investments in products, technologies and global capacity, we aim to achieve Nissan Power 88 and grow further beyond. Message from Palmer EVP 10 Fastest Growing Brand in the Industry Andy Palmer Executive Vice President Both internal indicators and external measurements show marked increases in Nissan’s brand strength over the past year. With its market leadership in the EV segment and its new Infiniti global headquarters in Hong Kong, Nissan is delivering a powerful, unified message of innovation and excitement to consumers around the globe. Can you provide your thoughts on the current status of the Brand? There’s no doubt that the Nissan brand is improving, but how do you measure brand strength? It’s very simple. If you can improve market share at the same time that you can improve your transaction price, your brand has to be improving. It’s easy to increase volume with incentives or to increase the price and let the volume drop. But if you can raise both at the same time, the only explanation is that your brand has become stronger. We’ve moved over the past 12 months from not being on Interbrand’s 100 Best Global Brands list to 90th place in 2011. The list also shows us as the fastest-growing brand in the industry. Likewise, in the BrandZ measurement, for the first time in many years, we have moved in the right direction. This year will be very pivotal with a lot of new products coming out. Can you give a rundown on the LEAF, Altima, and other models? How will this be tied in with the brand? The impact of Nissan LEAF on the brand has been amazing. If we go back three or four years, people weren’t talking about Nissan as the brand of innovation. But now we’re at the front of the discussion about electric cars. Nissan LEAF has put us on the technology map and on the tip of people’s tongues. And the other new cars that are coming clearly represent an opportunity to reinforce the fact that Nissan stands for “Innovation and Excitement for Everyone.” One of our most important launches this year is the Altima. It’s in the big-volume segment in the United States and represents our biggest opportunity for improvement. The previous Altima was number two in the US market, and with the new model, which has been designed with everything we know about motorcars, we will have an opportunity to go for number one, which will also boost the brand. The other new cars that are coming include the Sylphy, Note and Sentra. All of these launches started with the question, how does this car contribute to “Innovation and Excitement for Everyone”? Having great products is one thing, but having compelling stories to tell and having people buy into those stories is another. Traditionally, that has been the job of Marketing and Communications. A year and a half ago, we took the decision to combine these two organizations and to bring them closer to the Product Planning and upstream organizations so that we could grasp the voices of the customer much earlier. This also enabled the telling of stories about new car development in a more compelling manner. An example of such storytelling is the “WHAT IF_” brand campaign we have currently launched in around 30 airports around the world. Some 750 million people will walk in front of our advertising every year and get a single message each time: that Nissan stands for “Innovation and Excitement for Everyone”. We have the science to make great products, so if you can tell compelling stories and make sure your sales operation has the power to back up the stories, you have a very powerful car company. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Message from Palmer EVP11 The new Infiniti has been attracting a great deal of attention and appears to be moving to a new level. When you look across the industry, there are two types of luxury brands: those like BMW and Mercedes, whose livelihood depends on selling luxury cars, and the rest, where the luxury line is part of a major car company. Most of the latter are at the 100,000-unit level, one exception being Audi, which appears to have a degree of autonomy from the Volkswagen Group. So in looking at what we need to do with Infiniti, the first thing is to give it oxygen—give it space from the Nissan brand so it can develop in its own way. Since space is geography, we decided to move the head office. We looked at Europe, the United States, and Southeast Asia, and the perfect position was Hong Kong. It’s the gateway to China and Southeast Asia, it’s only four hours flying time from Japan, the English spoken there makes it easy to communicate with Europe and the United States, and it has a major airport. Secondly, we need talent. Selling in the premium and luxury market is very different from selling in the mass market. So having been able to recruit Johan De Nysschen to head our Infiniti operations which started on July 1 certainly brings credibility. The final component is products that meet with the brand definition of “The Fusion of Inspired Performance and Hospitality”. That will start with the JX, a product that is absolutely on fire in our sales operations. Hopefully, we’ll break out of the 100,000-plus mire of brands and reach the 200,000 mark in FY12. Then, we can start to break away from the pack and close in on the German premium and luxury brands. What makes Infiniti different from the German luxury brands? One key point to keep in mind is that once people reach a certain age and buy into German luxury, they tend to continue to buy into it. So you need to catch your customer much earlier. These “Young Premium Customers” are looking for something different from what their fathers are driving. If the German brands are representatives of old luxury with conservative straight line design, we want to be about modern luxury with curves and sexy designs. On a performance axis, we need to be equal to the Germans, but we don’t want Infiniti to be performance “machines,” as one of the makers are calling themselves. We want to be much more soulful, much more human and hospitable. Also, we are not shying away from our Japanese heritage. Equally important to the Brand is hospitality, which draws on our Japanese and Asian roots and describes how you should feel when you get into one of our cars or step into one of our dealerships. The purchasing of an Infiniti should be a pleasure. And I think that omotenashi—hospitality in terms of the design, the accommodating nature of the vehicle, the design of our dealerships and the behavior of our salesmen and women— will set us apart. Nissan’s latest mid-term plan is the first to focus on Brand, rather than on the company’s “recovery.” Nissan Power 88 is the first mid-term plan we have gone into without a handicap. We have great products in the pipeline and we have strong financials. So what are the remaining weaknesses? They are Brand power and Sales power. So our latest mid-term plan is all about addressing those “last weaknesses” of the company. If we do, the consequence will be the “88” in the plan’s name: 8% global market share and 8% operating profit. But they are not the goals. The real goal is “Power”— that is, Brand and Sales power. So how do you elevate people’s perceptions about your brand to the levels the vehicles themselves deserve? Marketing is not art, it’s science, and we have to put science into place that allows us to manage the brand, to take actions and to be able to see the reactions. How do you achieve customer loyalty and get people to keep coming back to Nissan? More and more, it is hard to convince people by pure, “above-the-line” advertising alone. They are referencing shared experiences through periodicals they trust like ADAC, What Car? and Consumer Reports. Experiences shared online are also becoming vitally important. Last week (June 2012), we opened a digital listening center in Chennai to listen for all the Internet chatter about Nissan or Infiniti, sorting it into categories, and allowing us to react to the real and instantaneous voice of the customer. If someone tweets something about Nissan, we’re listening, and hopefully we’ll react to that. The quicker the reaction, the more you can reinforce that the Brand is very trustful. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Message from Palmer EVP12 How has Nissan LEAF contributed to brand strength? Nissan LEAF is an absolute example of stand-out innovation. By 2050, 70% of the world’s population will be living in a city*1. If we look at units in operation per 1,000 people in 2009, the U.S. figure is 774 cars. In India, it’s only 31, and China is only 47. So there is going to be a huge rise in the number of vehicles in these emerging markets in the next 20 years. Most of the rise is going to be in the city, so something has got to give. Nissan thus created the electric car. I’m not saying that every car should be electric, but about 10% of the population naturally should drive an electric car. Why spend so much money on gasoline when you can use a car that runs on much cheaper electricity? If 10% of the population moves to electric, a lot of pollutants and carbon dioxide will come out of the air. The World Health Organization estimates that 235 million people currently suffer from asthma. In the U.K. for example, it has increased five times over the past 25 years. One of the causes is pollutants, some of which are caused by motorcars. With more people living in cities, more efforts are needed to keep pollutants out. Electric cars don’t expel pollutants, and the more of them we use in the city, the cleaner the air will be for our children. More than 80% of vehicle owners in the United States own more than one car. Interestingly, we’re finding with our Nissan LEAF customers that in most instances they buy Nissan LEAF believing it to be their second car, but they wind up using it as the first car. It is only for the occasional long journeys that they use the second car, which they thought was the first. We will have four electric cars in the first generation, the first and foremost being Nissan LEAF. We’ve subsequently unveiled the e-NV200, an electric commercial vehicle. The third car is the Infiniti LE, which is a genuine premium car that looks, feels and smells like an Infiniti. The fourth car, which has yet to be unveiled, is going to be an entry car. These four cars cover a full spectrum, and they all look like traditional cars. But in the second generation, they won’t necessarily have to conform to traditional concepts. The engine doesn’t need to be sitting in front, and you do not need the gas tank behind the rear seat. So as we start of thinking towards the future, we’ll start to explore the freedom that the electric car gives to the designers and engineers. Other so-called environmentally friendly cars like hybrids took three generations to take root. Nissan LEAF is remarkable in the fact that it is taking root in its first generation. We’ve sold over 32,000 Nissan LEAFs so far*2, and we are looking to sell 40,000 in 2012. This puts Nissan LEAF in the top 25% of all cars sold on the market. So Nissan LEAF is not niche. And being the EV gold medalist in front of so many customers is a real driver of brand value. *1 from “World Urbanization Prospects The 2009 Revision” by United Nations *2 as of June 2012 Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Message from Palmer EVP13 Nissan’s Electric Vehicle History Nissan is committed to leadership in the field of zero-emission mobility. Toward this goal, we have engaged in a wide range of activities over the years. Nissan LEAF, the world’s first mass-produced 100% electric vehicle (EV), has already received numerous awards in Japan and around the world. Today its technologies and the philosophy behind it are recognized by many of our customers, and the car is a force propelling the Nissan brand value. Below we introduce the history of Nissan’s efforts in the EV field to date. Nissan LEAF’s History 2 0 0 9 1 9 7 0 Our Concept EVs Nissan City Tokyo Motor Show Displayed at Tokyo Motor Show 1 9 9 0 1 9 9 1 FEV Tokyo Motor Show First inverter comes off line at Zama First motor comes off line at Yokohama Plant First Nissan LEAF comes off line at Oppama Plant Nissan LEAF officially unveiled; sales start in Japan and U.S. Nissan LEAF; Sales start in Europe New quick charger unit goes on sale 1 0 / 2 0 0 9 2 0 1 0 8 / 2 0 1 0 1 0 / 2 0 1 0 1 2 / 2 0 1 0 3 / 2 0 1 1 2 0 1 1 New services launched using Nissan LEAF drive information 9 / 2 0 1 1 2 0 1 0 “LEAF to Home” system for powering residences announced 2 0 1 2 5 / 2 0 1 2 Awards Won ■ 2010 Good Design Gold Award (for “Holistic approach to promote zero-emission vehicle [Nissan LEAF] and zero-emission mobility”) ■ 2011 European Car of the Year ■ 2011 World Car of the Year ■ 2012 RJC Car of the Year ■ Car of the Year Japan 2011–2012 1 9 9 5 FEV II　 Tokyo Motor Show 2 0 0 0 Hypermini　 Tokyo Motor Show Tokyo Motor Show Frankfurt International Motor Show Tokyo Motor Show PIVO Mixim PIVO 2　 NUVU Land Glider Townpod　 2 0 0 5 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 1 2 0 1 2 Paris Motor Show Tokyo Motor Show Paris Motor Show APEC Summit New Mobility Concept　　 Esflow　 PIVO 3　 Geneva International Motor Show Tokyo Motor Show e-NV200 Concept　 Infiniti Emerge-E　　 North America International Auto Show Geneva International Motor Show Infiniti LE　　 New York International Auto Show Venucia e-concept　　　 Beijing Auto Show Growing Worldwide Partnerships Nissan is pursuing the goal of zero-emission mobility together with its Alliance partner Renault. To achieve new forms of mobility, it is vital to cooperate with national and regional governments, electric utility companies and other firms all around the world. The Renault-Nissan Alliance has forged partnerships in these areas aimed at the penetration of zero-emission mobility. France United Kingdom Switzerland Seattle, WA Vancouver, BC Ireland Spain Portugal Monaco Italy China Wuhan City Guangdong Province Guangzhou City Hong Kong Israel Australian Capital Territory Japan Kanagawa Pref. Miyazaki Pref. Yokohama City Saitama City Kitakyushu City Hakone Oregon Sonoma County & San Diego, CA Phoenix & Tucson, AZ New South Wales New Zealand Mexico Tennessee Massachusetts North Carolina Orlando, FL Houston, TX São Paolo, Brazil ＞ Please see our website for more information on our zero-emission activities. http://www.nissan-zeroemission.com/EN/ For information on our EVs, please see our website (Japanese language only) . http://ev.nissan.co.jp/ Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012CEOメッセージ 14 Fiscal 2011 Sales Performance Fiscal 2011 Overview Fiscal 2011 sales results came to 4,845,000 units, up 15.8% year-on-year. For the full fiscal year, Nissan’s sales were overachieved 4.2% of global total industry volume (“TIV”) growth, which resulted in an overall market share of 6.4%, 0.6 points up from fiscal 2010. In fiscal 2011, we launched five new models globally: the Tiida in China, the Lafesta Highway Star in Japan, front-drive and rear-drive versions of the NV400 commercial van in Europe and the Infiniti JX in the United States. During fiscal 2011, the Nissan LEAF passed the sales milestone to make it the world’s most successful electric vehicle. In total, we sold 23,000 units in fiscal 2011. G L O B A L R E T A I L S A L E S V O L U M E Global retail sales Market share (Units: thousands) 5,000 4,000 3,000 2,000 1,000 0 3,389 3,569 3,483 3,770 3,411 5.6% 5.6% 5.4% 5.4% 5.5% 3,515 +3.0% 5.5% 3,057 5.3% 5,350 +10.4% 6.7% 4,185 +19.1% 4,845 +15.8% 6.4% 5.8% ’03 ’04 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 (Forecast) (%) 8 7 6 5 4 3 Japan In Japan, TIV increased 3.3% year-on-year. Our sales in fiscal 2011 reached 655,000 units, 9.2% above the prior year. Nissan’s market share rose 0.8 points to 13.8%. Strong sales of the Serena and Juke contributed to our share gains, while sales of the Nissan LEAF reached 8,700 units. Serena RETAIL SALES IN JAPAN (Units: thousands) 1,500 1,200 900 600 300 0 655 +9.2% 690 +5.3% 600 ’10 ’11 ’12 (Forecast) China In China, TIV increased 3.3% to 17.2 million units. Our sales grew 21.9% to 1,247,000 units. Our market share was 7.3%, up 1.1 points from the prior year. Five models, Sunny, Teana, Sylphy, Qashqai and Tiida, achieved annual sales of more than 100,000 units each. RETAIL SALES IN CHINA (Units: thousands) 1,500 1,200 1,024 1,350 1,350 +8.3% +8.3% 1,247 +21.9% 900 600 300 0 Sunny ’10 ’11 ’12 (Forecast) Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Fiscal 2011 Sales Performance15 RETAIL SALES IN UNITED STATES (Units: thousands) 1,500 1,200 +11.2% 1,080 1080 +11.8% +11.8% 966 1,200 900 600 300 0 ’10 ’11 ’12 (Forecast) RETAIL SALES IN EUROPE (Units: thousands) 1,500 1,200 900 600 300 0 713 713 +17.5% +17.5% 720 720 +1.0% +1.0% 607 ’10 ’11 ’12 (Forecast) RETAIL SALES IN OTHER MARKETS (Units: thousands) 1,500 1,200 900 600 300 0 1,070 1,070 +29.6% +29.6% 826 826 +16.4% +16.4% 709 ’10 ’11 ’12 (Forecast) North America In North America, Nissan’s total sales volume increased 12.7% to 1,404,000 units. In the United States, TIV increased 8.9% to 13.2 million units. We sold 1,080,000 units, up 11.8% from the previous year. Our market share increased two-tenths of a percentage point, to 8.2%, driven by strong demand for Altima, Rogue and Versa. The Nissan LEAF also contributed to this growth with total sales of 11,000 units. In Mexico, Nissan maintained its market leadership with a share improvement of 2.2 points to 25.3% and sales increasing 20.7% to 235,300 units. In Canada, sales were up 5% to 87,500 units. Altima Europe In Europe, TIV increased 1.7%. Nissan sold 713,000 units, up 17.5% from the prior year, and bringing our market share to 3.9%. European sales excluding Russia increased 9.4% to 552,000 units, while sales in Russia increased 57.3% to 161,000 units. Juke Other Markets In other markets – including Africa, Latin America and the ASEAN region – our sales volumes were up 16.4% to 826,000 units. In those markets, Latin America increased 33.2% to 225,600 units, with a particularly strong performance in Brazil where sales rose by 94.8% to 81,000 units. Sales in Indonesia also increased sharply, up 41.8% to 60,400 units, while sales in India more than doubled to 31,300 units. March/Micra Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Fiscal 2011 Sales PerformanceFiscal 2012 Sales Outlook and New Technologies 16 Fiscal 2012 Overview We expect our global sales to reach 5,350,000 units, an increase of 10.4%, which is another record level for Nissan. With a TIV assumption of 79,700,000 units, a 5.3 % increase year-on-year, our global market share is expected to grow from 6.4% to 6.7%. During fiscal 2012, we will completely renew three of our large volume global models. The first was the new Altima which had been revealed at the New York International Auto Show in April 2012. In total, we will launch ten all-new vehicles in fiscal 2012 including the Pathfinder, Sylphy/Sentra, NV350 and a long wheelbase version of the Infiniti M sedan. In Japan, Nissan plans to sell 690,000 units in fiscal 2012, which will be increase of 5.3% from fiscal 2011. Fifth generation Cima was launched in April. In China, Nissan will get 1,350,000 units sales, 8.3% sales volume growth in fiscal 2012. In addition to all-new Sylphy and our new Chinese local brand model, Venucia D50 were launched. Another Venucia model will be launched. In North America, Nissan assume 1,520,000 units sales, 8.3% growth of sales volume from prior year. In Europe, Nissan will plan 1.0% sales volume growth with 720,000 units sales. Nissan plan to grow up significantly in other regions. 29.6% growth, 1,070,000 units sales is planed in other regions. (All figures are based on the forecast as of May 11th 2012) F Y 2 0 1 2 S A L E S O U T L O O K (Units: thousands) 6.000 4,845 5.000 5,350 +10.4% 4.000 3.000 2.000 1,000 0 (Forecast) ’11 ’12 Japan +5.3% China +8.3% North America +8.3% Europe +1.0% Other Markets +29.6% Cima Sylphy Altima New Technologies In fiscal year 2012, we will introduce 15 new technologies. Examples of new technologies are as following. • Multi-Sensing System which is built on the Around View Monitor image processing technology is now advanced to detect moving objects and notify the driver. • Next generation XTRONIC CVT. Nissan is the recognized global leader in CVTs and this latest generation provides a fuel-economy benefit of up to 10% compared to the current model. We are introducing a large number of innovative technologies. Multi Sensing System Next Generation XTRONIC CVT Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Fiscal 2011 Sales PerformanceYear 2 Power 88 Innovation & Power of brand Performance Corporate Data Corporate Governance 17 Financial Review Financial Review NISSAN Annual Report 2012 Fiscal 2011 Financial Performance Net sales For fiscal year 2011, consolidated net revenues increased 7.2%, to 9.409 trillion yen, which reflected by sales volume increase in spite of the strong yen. N E T S A L E S (Billions of yen) 12,000 Operating profit Consolidated operating profit totaled 545.8 billion yen, which was improved 1.6% from last year. In comparison to last year’s consolidated operating profit, the variance was due to the following factors: • The 170 billion yen negative impact from foreign exchange came mainly from the appreciation of the yen against the U.S. dollar. • The increase in energy and raw material costs was a negative 115.6 billion yen. • Purchasing cost reduction efforts resulted in a saving of 200.1 billion yen. • Volume and mix produced a positive impact of 223.6 billion yen. • The increase in selling expenses resulted in a 151.3 billion yen negative movement. • R&D expenses increased by 33.1 billion yen. • Sales financing contributed 49.8 billion yen. • Other items produced a positive impact of 4.8 billion yen. I M P A C T O N O P E R A T I N G P R O F I T (Billions of yen) 311.6 537.5 –170.0 –151.3 –151.3 –115.6 –115.6 +223.6 +223.6 -147.5 +200.1 10,300.0 9,409.0 8,773.1 9,000 8,437.0 8,437.0 7,517.3 6,000 3,000 0 ’08 ’09 ’10 ’11 ’12 (Forecast) O P E R A T I N G P R O F I T (Billions of yen) 1,200 900 600 300 0 −300 700.0 537.5 537.5 545.8 311.6 –137.9 ’08 ’09 ’10 ’11 ’12 (Forecast) –33.1 545.8 +49.8 +4.8 FY10 O.P. FOREX Raw material /energy cost Purch. cost reduction Volume/ mix Selling exp. R&D exp. Sales finance Other items FY11 O.P. 18 N E T I N C O M E (Billions of yen) 600 450 300 150 0 −150 −300 400.0 400.0 319.2 341.4 42.4 –233.7 –233.7 ’08 ’09 ’10 ’11 ’12 (Forecast) Net income Net non-operating profit deteriorated 11 billion yen from positive 0.3 billion yen to negative 10.7 billion yen in fiscal 2011. The negative impact came from the equity in earnings of affiliates by 23.9 billion yen, from 43 billion yen to 19.1 billion yen in fiscal 2011. As a result, ordinary profit totaled 535.1 billion yen, which was deteriorated by 2.7 billion yen from 537.8 billion yen in fiscal 2010. Net extraordinary losses totaled 5.8 billion yen, an improvement of 51.9 billion yen from the previous year’s loss of 57.7 billion yen. This improvement was due mainly to the positive impacts such as decrease of loss on disaster by 9.7 billion yen, gain on negative goodwill by 24.1 and gain on sales of investment securities by 8.1 billion yen. Taxes totaled 151.5 billion yen, an increase of 19.4 billion yen from fiscal 2010. Minority interests had a negative contribution of 36.4 billion yen in fiscal 2011. Net income reached 341.4 billion yen, an increase of 22.2 billion yen from fiscal 2010. Financial Position Balance sheet Current assets have increased by 4.2% to 6,610.1 billion yen compared to March 31, 2011. This was mainly due to an increase in trade notes and accounts receivable by 81.1 billion yen, sales finance receivables by 463.5 billion yen respectively, despite a decrease in cash on hand and in banks by 233.4 billion yen. Fixed assets have increased by 1.6% to 4,462.0 billion yen compared to March 31, 2011. This was mainly due to an increase in construction in progress by 156.7 billion yen. As a result, total assets have increased by 3.1% to 11,072.1 billion yen compared to March 31, 2011. Current liabilities have decreased by 5.4% to 4,145.2 billion yen compared to March 31, 2011. This was mainly due to a decrease in short-term borrowings by 348.5 billion yen, commercial papers by 218.2 billion yen respectively, despite an increase in trade notes and accounts payable by 195.8 billion yen. Long-term liabilities have increased by 12.8% to 3,476.8 billion yen compared to March 31, 2011. This was mainly due to an increase in long-term borrowings by 455.5 billion yen. As a result, total liabilities have increased by 2.1% to 7,622.1 billion yen compared to March 31, 2011. Net assets have increased by 5.4% to 3,450 billion yen compared to 3,273.8 billion yen as of March 31, 2011. This was mainly due to net income of 341.4 billion yen, despite an increase in translation adjustments (loss) by 72.1 billion yen. Free cash flow and net cash (auto business) For fiscal year 2011, Nissan achieved a positive free cash flow of 379.5 billion yen. At the end of fiscal year 2011, our net automotive debt improved significantly from last year to a net cash position of 619.8billion yen. The debt structure has also improved, since the company reduced its reliance on short-term borrowing. We continue to maintain a close focus on our inventory of new vehicles. Inventory stood at 770,000 units at the end of fiscal 2011. The company continues to manage inventory carefully, in order to limit its impact on free cash flow. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Financial Review19 Credit rating Nissan’s long-term credit rating with R&I is A with a positive outlook. S&P’s long-term credit rating for Nissan is BBB+ with a stable outlook. Nissan’s rating with Moody’s is A3 with a stable outlook. C O R P O R A T E R A T I N G S Aa3 A1 A2 A3 Baa1 Baa2 Baa3 Ba1 R&I S&P Moody’s AA- A+ A A- BBB+ BBB BBB- BB+ 10/03 4/04 10/04 4/05 10/05 4/06 10/06 4/07 10/07 4/08 10/08 4/09 10/09 4/10 10/10 4/11 7/11 7/12 Sales finance Due to the increase in retail sales, total financial assets of the sales finance segment increased by 13.6 % to 5,014.9 billion yen from 4,414.3 billion yen in fiscal 2011. The sales finance segment generated 140.1 billion yen in operating profits in fiscal 2011 from 100.4 billion yen in fiscal 2010. Investment policy Capital expenditures totaled 406.4 billion yen, which was 4.3% of net revenue. Despite the natural disaster, the company used capital expenditures in order to ensure Nissan’s future competitiveness. R&D expenditures totaled 428 billion yen. These funds were used to develop new technologies and products. One of the company’s strength is its extensive collaboration and development structure with Renault’s R&D team, resulting from the Alliance. R&D % of net revenue R & D E X P E N D I T U R E S (Billions of yen) 600 450 300 150 0 448 465 458 456 354 4.8% 398 4.6% 4.7% 4.4% 4.2% 5.4% 386 5.1% 485 399.3 428428 4.6% 4.5% 4.7% ’03 ’04 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 (Forecast) (%) 8 6 4 2 0 Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Financial Review20 Dividend Nissan’s strategic actions reflect not only its long-term vision as a global company to create sustainable value but also the company’s commitment to maximizing total shareholder return. We paid year-end cash dividends of 10 yen per share for fiscal year 2011. As a result, total dividend payment for fiscal year 2011, combined with the 10 yen dividend for the interim, was 20 yen per share. The dividend payment plan for fiscal year 2012 is to be 25 yen per share, considering the business condition, risks and opportunities for the year. D I V I D E N D (Dividend per share, in yen) 40 34 29 24 19 60 45 30 15 0 11 10 0 25 20 (Forecast) ’03 ’04 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 Fiscal 2012 Outlook In light of the outlook for fiscal 2012, the company filed its forecast with the Tokyo Stock Exchange on May 11, 2012. Assumptions included retail unit sales of 5,350,000 units, which is an increase of 10.4 % from the prior year, and foreign-exchange-rates of 82 yen to the dollar and 105 yen to the euro. • Net revenue is forecast to be 10.3 trillion yen. • Operating profit is expected to be 700 billion yen. • Net income is forecast to be 400 billion yen. • Capital expenditures are expected to reach 550 billion yen. • R&D expenses will amount to 485 billion yen. The evolution in operating profit, compared to the fiscal 2011 results, is mainly linked to below key factors: • The impact from foreign exchange is a positive 40 billion yen, with the U.S. dollar and Russian ruble accounting for the majority of this variance. • The net result of the increase in raw materials/energy costs and our purchasing cost reduction efforts is a positive 180 billion yen. • Volume and mix will produce a positive impact of 175 billion yen as a result of the growth in global sales volume. • The increase in selling expenses is a negative 125 billion yen mainly due to the increase in volumes. • Sales finance is a negative 17 billion yen. • Cost for future growth and others are negative 98.8 billion yen, due mainly to the increase in R&D and expenses for capacity expansion such as our new plants in Brazil and Mexico. (All figures for fiscal 2012 are forecasts, as of May 11, 2012.) Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Financial ReviewYear 2 Power 88 Innovation & Power of brand Performance Corporate Data Corporate Governance 21 Financial Statements Financial Statements NISSAN Annual Report 2012 Consolidated Balance Sheets Assets Current assets Cash on hand and in banks Trade notes and accounts receivable Sales finance receivables Securities Merchandise and finished goods Work in process Raw materials and supplies Deferred tax assets Other Allowance for doubtful accounts Total current assets Fixed assets Property, plant and equipment Buildings and structures, net Machinery, equipment and vehicles, net Land Construction in progress Other, net Total property, plant and equipment Intangible fixed assets Investments and other assets Investment securities Long-term loans receivable Deferred tax assets Other Allowance for doubtful accounts Total investments and other assets Total fixed assets Total assets (Millions of yen) Prior Fiscal Year As of March 31, 2011 Current Fiscal Year As of March 31, 2012 998,822 738,950 2,746,836 158,012 641,055 139,529 201,649 283,789 519,148 (81,955 ) 6,345,835 645,414 1,841,480 659,985 98,663 391,500 3,637,042 133,769 381,549 17,147 69,711 155,993 (4,353 ) 620,047 765,423 820,008 3,210,342 77,476 665,262 153,228 200,476 266,540 506,947 (55,630) 6,610,072 615,921 1,874,277 649,509 255,333 336,206 3,731,246 120,114 371,259 5,617 92,378 144,605 (3,238) 610,621 4,390,858 10,736,693 4,461,981 11,072,053 　 　 　 　 22 (Millions of yen) Prior Fiscal Year As of March 31, 2011 Current Fiscal Year As of March 31, 2012 1,181,469 1,377,254 593,095 933,976 256,601 87,280 77,598 580,350 116 85,688 12,128 572,244 4,380,545 640,850 1,422,478 67,135 463,347 98,668 182,155 914 206,818 3,082,365 7,462,910 605,814 804,470 2,733,253 (162,024 ) 3,981,513 20,862 1,904 ) (13,945 Ž (1,048,919 ) ) (1,040,098 2,415 329,953 3,273,783 10,736,693 244,582 822,268 38,437 187,198 38,190 660,369 136 85,535 — 691,259 4,145,228 584,962 1,877,997 34,584 486,699 100,431 159,369 544 232,242 3,476,828 7,622,056 605,814 804,470 3,009,090 (149,542) 4,269,832 16,979 (5,108) (13,945) Ž (1,121,059) (1,123,133) 2,415 300,883 3,449,997 11,072,053 Consolidated Balance Sheets Liabilities Current liabilities Trade notes and accounts payable Short-term borrowings Current portion of long-term borrowings Commercial papers Current portion of bonds Lease obligations Accrued expenses Deferred tax liabilities Accrued warranty costs Accrual for loss on disaster Other Total current liabilities Long-term liabilities Bonds Long-term borrowings Lease obligations Deferred tax liabilities Accrued warranty costs Accrued retirement benefits Accrued directors’ retirement benefits Other Total long-term liabilities Total liabilities Net assets Shareholders’ equity Common stock Capital surplus Retained earnings Treasury stock Total shareholders’ equity Accumulated other comprehensive income Unrealized holding gain and loss on securities Unrealized gain and loss from hedging instruments Adjustment for revaluation of the accounts of the consolidated subsidiaries based on general price level accounting Translation adjustments Total accumulated other comprehensive income Share subscription rights Minority interests Total net assets Total liabilities and net assets Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Financial Statements　 　 　 　 　 　 23 Consolidated Statements of Income (Millions of yen) Prior Fiscal Year From April 1, 2010 To March 31, 2011 Current Fiscal Year From April 1, 2011 To March 31, 2012 Net sales Cost of sales Gross profit Selling, general and administrative expenses Advertising expenses Service costs Provision for warranty costs Other selling expenses Salaries and wages Retirement benefit expenses Supplies Depreciation and amortization Provision for doubtful accounts or reversal of provision for doubtful accounts Amortization of goodwill Other Total selling, general and administrative expenses Operating income Non-operating income Interest income Dividends income Equity in earnings of affiliates Exchange gain Derivative income Miscellaneous income Total non-operating income Non-operating expenses Interest expense Amortization of net retirement benefit obligation at transition Exchange loss Derivative loss Miscellaneous expenses Total non-operating expenses Ordinary income Special gains Gain on sales of fixed assets Gain on negative goodwill Gain on sales of investment securities Gain on contribution of securities to retirement benefit trust Other Total special gains Special losses Loss on sale of fixed assets Loss on disposal of fixed assets Impairment loss Write-down of investments and receivables Loss on adjustment for changes of accounting standard for asset retirement obligations Loss on disaster Special addition to retirement benefits Other Total special losses Income before income taxes and minority interests Income taxes-current Income taxes-deferred Total income taxes Income before minority interests Income attributable to minority interests Net income 8,773,093 7,155,100 1,617,993 187,490 52,865 93,842 118,304 333,824 21,906 6,369 56,860 21,425 5,786 181,855 1,080,526 537,467 14,551 1,045 43,022 — 14,102 13,883 86,603 28,357 10,671 28,854 Ž— 18,374 86,256 537,814 18,571 — 2,458 — 6,960 27,989 4,164 8,957 10,891 2,350 3,808 39,605 7,200 8,687 85,662 480,141 90,223 41,904 132,127 348,014 28,793 319,221 9,409,026 7,772,832 1,636,194 203,650 66,181 77,278 141,508 333,745 24,630 5,445 48,718 (8,127) 5,251 192,076 1,090,355 545,839 17,174 5,776 19,103 14,756 — 12,343 69,152 32,892 10,146 — 20,816 16,047 79,901 535,090 8,716 24,086 10,643 7,048 5,498 55,991 1,924 7,106 12,117 1,218 - 29,867 4,200 5,320 61,752 529,329 115,185 36,321 151,506 377,823 36,390 341,433 Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Financial Statements　 　 Consolidated Statements of Cash Flows Cash flows from operating activities Income before income taxes and minority interests Depreciation and amortization (for fixed assets excluding leased vehicles) Depreciation and amortization (for other assets) Depreciation and amortization (for leased vehicles) Impairment loss Loss on disaster Gain on contribution of securities to retirement benefit trust Gain on negative goodwill Increase (decrease) in allowance for doubtful receivables Provision for residual value risk of leased vehicles (net changes) Interest and dividend income Interest expense Loss (gain) on sales of fixed assets Loss on disposal of fixed assets Loss (gain) on sales of investment securities Decrease (increase) in trade notes and accounts receivable Decrease (increase) in sales finance receivables Decrease (increase) in inventories Increase (decrease) in trade notes and accounts payable Amortization of net retirement benefit obligation at transition Retirement benefit expenses Retirement benefit payments made against related accrual Other Subtotal Interest and dividends received Interest paid Income taxes paid Net cash provided by operating activities Cash flows from investing activities Net decrease (increase) in short-term investments Purchases of fixed assets Proceeds from sales of fixed assets Purchase of leased vehicles Proceeds from sales of leased vehicles Payments of long-term loans receivable Collection of long-term loans receivable Purchase of investment securities Proceeds from sales of investment securities Proceeds from sales of subsidiaries' shares resulting in changes in the scope of consolidation Payments for restructuring of domestic dealers Net decrease (increase) in restricted cash Other Net cash used in investing activities Cash flows from financing activities Net increase (decrease) in short-term borrowings Proceeds from long-term borrowings Proceeds from issuance of bonds Repayment of long-term borrowings Redemption of bonds Proceeds from minority shareholders Purchase of treasury stock Repayment of lease obligations Cash dividends paid Cash dividends paid to minority shareholders Net cash provided by (used in) financing activities Effects of exchange rate changes on cash and cash equivalents Increase (decrease) in cash and cash equivalents Cash and cash equivalents at the beginning of the period Increase due to inclusion in consolidation Cash and cash equivalents at the end of the period 24 (Millions of yen) Prior Fiscal Year From April 1, 2010 To March 31, 2011 Current Fiscal Year From April 1, 2011 To March 31, 2012 480,141 404,673 19,554 208,221 10,891 19,785 ー ー (3,032 　(14,291 (15,596 ) ) ) 80,933 (14,407 ) 8,957 (2,422 ) (131,116 ) (319,874 ) (208,924 ) 329,918 10,671 53,668 (33,675 ) ) (7,826 876,249 13,625 (81,641 ) ) (140,731 667,502 82,847 (281,952 ) 59,120 (601,702 ) 335,727 (29,343 ) 13,251 (12,221 ) 1,846 ー ー Ž90,074 11,235 (331,118 ) 360,057 724,529 233,087 　(705,607 (394,147 ) ) 　4,116 (13 ) (87,401 ) (20,922 ) (3,124 　110,575 　(60,315 386,644 ) ) 　761,495 5,314 1,153,453 529,329 364,122 20,852 195,370 12,117 8,245 (7,048) (24,086) (23,968) 10,095 (22,950) 87,890 (6,792) 7,106 (10,624) (89,495) (432,957) (70,615) 317,945 10,146 55,141 (62,695) (2,051) 865,077 23,070 (85,398) (106,452) 696,297 1,597 (400,623) 27,458 (625,646) 317,211 (4,222) 22,816 (17,340) 6,124 537 (927) 17,336 (29,374) (685,053) (536,782) 1,379,490 135,329 (1,034,056) (88,459) 2,606 (9,015) (81,118) (62,748) (13,704) (308,457) (15,630) (312,843) 1,153,453 261 840,871 Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Financial Statements　 　 　 　 Executives Board of Directors and Auditors Executive Committee Members 25 Representative Board Members Carlos Ghosn President and Chairman Toshiyuki Shiga Hiroto Saikawa Greg Kelly Board Members Colin Dodge Mitsuhiko Yamashita Hidetoshi Imazu Jean-Baptiste Duzan Katsumi Nakamura Auditors Masahiko Aoki Toshiyuki Nakamura Mikio Nakura Shigetoshi Ando (As of June 26, 2012) Carlos Ghosn Toshiyuki Shiga Hiroto Saikawa Colin Dodge Mitsuhiko Yamashita Hidetoshi Imazu Andy Palmer Joseph G. Peter Takao Katagiri Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Executives26 Corporate Officers President and Chief Executive Officer Senior Vice Presidents Corporate Vice Presidents Shiro Nakamura Hitoshi Kawaguchi Minoru Shinohara Atsushi Shizuta Yasuhiro Yamauchi Shigeaki Kato Greg Kelly Asako Hoshino Celso Guiotoko Joji Tagawa Toshifumi Hirai Atsushi Hirose Shunichi Toyomasu Tsuyoshi Yamaguchi Masaaki Nishizawa Makoto Yoshimoto Akira Sakurai Hideyuki Sakamoto Toshiaki Otani Trevor Mann Johan De Nysschen Takao Asami Vincent Cobee Shohei Kimura Hideto Murakami Shuichi Nishimura Yusuke Takahashi Hiroshi Karube Hideaki Watanabe Simon Sproule Motohiro Matsumura Norio Ota Rakesh Kochhar Toru Hasegawa Keno Kato Jun Seki Noboru Tateishi Fellows Kimio Tomita Haruyoshi Kumura (As of June 26, 2012) Carlos Ghosn* Chief Operating Officer Toshiyuki Shiga* External and Government Affairs Intellectual Asset Management Design Corporate Governance Global Internal Audit TCSX(Total Customer Satisfaction Function) Executive Vice Presidents Hiroto Saikawa* Region: Japan, Asia Purchasing Colin Dodge* Region: AMIE (Africa, Middle East, India, Europe) Region: Americas Mitsuhiko Yamashita* Research and Development Hidetoshi Imazu* Manufacturing SCM (Supply Chain Management) Andy Palmer* Global Product Planning Global Program Management Global Market Intelligence Global IS Global Infiniti (& Luxury) Business Unit Global Marketing Communications Global Corporate Planning (Incl. OEM Business) Vehicle Information Technology Performance Program Director Joseph G. Peter* Finance Control IR M&A Support Global Sales Finance Business Unit Takao Katagiri* Global Sales Global Aftersales Global LCV Business Unit Global Zero Emission Business Unit Global Battery Business Unit Global Datsun Business Unit Japan Marketing & Sales * Executive Committee Members Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012ExecutivesMaintaining Trust Through Transparency 27 Corporate governance is one of the important responsibilities of the Company’s management, and its most important role is to clarify the duties and responsibilities of the members of the management team. At the Company, clear management objectives and policies are published for the benefit of the shareholders and investors, and achievements and results are announced early and with as much transparency as possible. The enhancement of corporate governance by full and fair disclosure is the responsibility of management. Internal Control Systems and Compliance Internal Control Systems for Fair, Transparent Business Nissan places high value on transparency, both internally and externally, in its corporate management. We focus consistently on the implementation of efficient management for the purpose of achieving clear and quantifiable commitments. In line with this principle, and in accordance with Japan’s Companies Act and its related regulations, the Board of Directors has decided on the Internal Control Systems to pursue these goals and on its own basic policy. The board continually monitors the implementation status of these systems and the policy, making adjustments and improvements as necessary. One board member has also been assigned to oversee the Internal Control Systems as a whole. Nissan has adopted a system under which the Board of Statutory Auditors oversees the Board of Directors. The Statutory Auditors attend board and other key meetings, and also carry out interviews with board members to audit their activities. The Statutory Auditors regularly receive reports on the results of inspections and plans for future audits from independent accounting auditors, as well as exchange information to confirm these reports. The Statutory Auditors also receive regular reports from the Global Internal Audit Office, making use of this information for their own audits. A Legal Framework Supporting Ethical Business Activities Nissan’s CSR approach is founded on compliance. We produced the Nissan Global Code of Conduct in 2001, outlining a set of guidelines for all employees of the Nissan Group worldwide. We also produced guidance for directors and corporate officers regarding compliance, and we hold regular seminars and educational activities to ensure strict adherence to the rules. In addition, three regional Compliance Committees have been established under the oversight of our Global Compliance Committee to form a system for preventing incidents of illegal and unethical behavior worldwide. The committees work together to maintain and promote our high compliance standards. N I S S A N ’ S I N T E R N A L G O V E R N A N C E S Y S T E M appointment/ dismissal appointment/ dismissal Board of Statutory Auditors (incl. outside statutory auditors) audit Shareholders appointment/ dismissal Board of Directors (incl. outside director) cooperation Global Internal Audit Office audit Independent Auditors report report Executive Committee Operations Committee direction/ supervision/ approval report/ proposal Management Committees Each Function Group Companies Internal Control Committee Compliance Committee Information Security Committee Risk Management Function Crisis Management Committee CSR Steering Committee training/education/ implementation Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency28 Global Educational Activities to Promote Compliance To foster compliance awareness throughout the company, Nissan has established groups and placed officers in charge of promoting compliance policy in each region where it operates. We focus particulary on education to give that all employees correct understanding of the Code of Conduct and, as a result, make fair, transparent judgments in the course of their duties. To ensure full understanding of the code in Japan all employees, including executives, take an e-learning or video training course based on the Japanese version of the Nissan Code of Conduct—“Our Promises,” revised most recently in 2010 – after which they sign an agreement to abide by it. In this way we seek to ensure across the board understanding, making all our people most aware of compliance issues. A number of education programs to promote compliance are held regularly for all employees in North America, and a set of universal guidelines has been drawn up for each country in Europe. Compliance- related training is also being carried out in other regions and markets based on guidelines that take into account conditions in each of those countries. Moreover, all Group-affiliated companies have introduced their own codes based on the Nissan Code of Conduct. The code is reviewed every three years, and the latest version was updated in fiscal 2010. Additionally, we have created sets of internal regulations globally covering the prevention of insider trading, personal information management, records management and prevention of bribery and corruption. With these regulations in place, Nissan is working to prevent compliance infractions. Our Stance Against Discrimination and Harassment Item 6 of Nissan’s Global Code of Conduct, “Value Diversity and Provide Equal Opportunity,” is our requirement to accept, value and respect the diversity to be found among our employees, business partners, customers and communities where we do business, and to reject discrimination and harassment in all their forms, no matter how minor they may be. Nissan executives and employees must respect the human rights of others, and may not discriminate against nor harass others based on race, nationality, gender, religion, physical capability, age, place of origin or other reason; nor may they allow such a situation to go unchecked if discovered. We also work to ensure that all employees, both male and female, can work in an environment free from sexual and other forms of harassment. Internal Reporting System for Corporate Soundness Nissan employs an internal reporting system to promote the spirit of compliance among employees and facilitate sound business practices worldwide. This mechanism allows employees to submit opinions, questions or requests directly to the company, and it has played an instrumental role in creating a self- managed, compliance-oriented corporate culture. This system, which offers full protection to any persons offering information in accordance with Japan’s Whistleblower Protection Act of April 2006, is known as the Easy Voice System and has been put in place in all Nissan Group companies in Japan. Nissan has established a global internal audit unit, an independent department under the direct control of the Chief Operating Officer (COO), to handle internal auditing tasks. Under the control of the Chief Internal Audit Officer (CIAO), audit teams set up in each region carry out efficient and effective auditing of Nissan’s activities on a group-wide and global basis. F I S C A L 2 0 1 1 G L O B A L C O M P L I A N C E C O M M I T T E E O R G A N I Z A T I O N NML Board of Directors Operations Committee Global Compliance Committee Global Compliance Officer Japan, Asia Pacific Management Committee Japan, Asia Pacific Compliance Committee Americas Management Committee Americas Compliance Committee Africa, Middle East, India, Europe Management Committee Africa, Middle East, India, Europe Compliance Committee Nissan Motor Co., Ltd. Compliance Committee Affiliated Companies Compliance Committee Dealers Compliance Committee Nissan Motor Co., Ltd. Divisional Compliance Committee A compliance committee has been established in each region under the governance of the global compliance officer. The committees are responsible for discovering compliance violations at an early stage through internal auditing or reports, for solving problems, and for maintaining and improving internal awareness of the Code of Conduct. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency29 Security-Related Export Controls Nissan thoroughly complies with the laws and regulations of Japan and the other countries where it does business, giving full consideration to the requirements of the international community. Part of this effort includes the company’s initiatives aimed at contributing to global peace and security. Nissan has established export control rules to prevent the proliferation of weapons of mass destruction, conventional weapons and any products or technologies used for their development. In line with these rules, Nissan implements export controls under an independent system headed by the company’s chief operating officer. Affiliated companies also strictly adhere to the same export control rules, thereby enhancing the entire Nissan Group’s level of compliance. G L O B A L E X P O R T C O N T R O L P O L I C Y F R A M E W O RK Chief Operating Officer Export Control Secretariat (within the Global Headquarters in Japan) Functions Regions Marketing and sales, R&D, supply chain management, IT, production, etc. Japan/Asia Pacific, Americas, Africa/Middle East/India/Europe Ensuring Personal Information Protection and Reinforcing Information Security Nissan recognizes social responsibility to properly handle customers’ personal information, in full compliance with Japan’s Personal Information Protection Act. We have set up internal systems, rules and procedures for handling personal data. All group companies in Japan are fully enforcing these processes. Moreover, Nissan shares with Group companies worldwide its Information Security Policy as its basis to reinforce overall information security. We have also established an Information Security Committee, which implements measures as necessary to further strengthen information security to prevent information leaks and other such incidents. Furthermore, we regularly carry out various in-house programs to thoroughly educate and motivate employees to uphold their responsibilities in this re-gard. The Principle and Approach to Corporate Risk Management For Nissan, the term risk refers to any factor that may prevent the Nissan Group from achieving its business objectives. By detecting risk as early as possible, examining it, planning the necessary measures to address it and implementing those measures, we work to minimize the materialization of risk and the impact of damage caused, should it arise. Risk management must be a real-world activity closely linked at all times with concrete measures. Based on its Global Risk Management Policy, Nissan carries out activities on a comprehensive, group-wide basis. In order to respond swiftly to changes in its business environment, Nissan set up a department in charge of risk management, which carries out annual interviews of corporate officers, carefully investigates various potential risks, and revising the company’s “risk map” in line with impact, frequency and control level. An executive-level committee makes decisions on risk issues that must be handled at the corporate level and designates “risk owners” to manage the risk. Under the leadership of these owners, the company designs appropriate countermeasures. Finally, the board member in charge of internal controls (currently, the COO) regularly reports to the Board of Directors on progress being made. With respect to individual business risks, each division is responsible for taking the preventive measures necessary to minimize the frequency of risk issues and their impact when they do arise as part of its ordinary business activities. The divisions also prepare emergency measures to put in place when risk factors do materialize. Nissan Group companies in Japan and overseas are strengthening communication and in order to share basic processes and tools for risk management, as well as related information, throughout the Group. Additionally, a “Corporate Risk Management” website has been put in place as part of our corporate intranet system, which puts out risk management information to Nissan employees in Japan, North America, Europe and other overseas regions, as well as to important affiliated companies. In October 2011, when major flooding occurred in Thailand, Nissan’s local plant was forced to halt operations in that area for four weeks due to the impact on the supply chain. However, using the experience we had gained after the Great East Japan Earthquake in March that year, we were able to minimize the operation suspension period and avoid undue impact on other factories. Nissan treats these events as valuable lessons and have shared the subsequent review with the entire company. New scenarios have been incorporated into the drills implemented in March 2012 by the Global Disaster Control Headquarters. We have made our drills more challenging and have checked the efficacy of the various measures we have planned with the aim of creating a more effective overall system. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency30 Risk Management Measures and Actions 1. Risks Related to Financial Market 1) Liquidity Automotive The automotive business must have adequate liquidity to provide for the working capital needs of day-to- day normal operations, capital investment needs for future expansion and repayment of maturing debt. Liquidity can be secured through internal cash and cash equivalents or external borrowings. As of the end of fiscal year 2011 (March 31, 2012), Nissan’s automotive business had 781 billion yen of cash and cash equivalents (compared with 1,133 billion yen as of March 31, 2011). Cash and cash equivalents balance was exceptionally high as of the end of fiscal year 2010, as Nissan raised cash following the Great East Japan Earthquake as a countermeasure against an uncertain environment. In addition to cash, Nissan had approximately 469 billion yen of committed lines available for drawing as of March 31, 2012. As for external borrowings, Nissan raises financing through several sources, including bonds issuance in capital markets, long and short-term loans from banks, commercial paper issuance and committed credit lines from banks. Nissan has a liquidity risk management policy which is intended to ensure adequate liquidity for the business while at the same time ensuring we mitigate liquidity risks, such as unmanageable bunched maturities of debt. Target liquidity is defined objectively considering several factors, including debt maturity, upcoming mandatory payments (such as dividends, investments, taxes) and peak operating cash needs. We also benchmark our liquidity targets with other major Japanese corporations and global auto companies to ensure we are reasonable in our assumptions. Sales finance Nissan operates captive sales finance companies in Japan, the United States, Canada, Mexico, China, Australia and Thailand. In these countries, banks and other financial institutions are also involved in providing financing solutions to Nissan’s customers and dealers. Additionally, in Europe and other regions, RCI Banque and several other banks / financial institutions are providing financing to Nissan’s customers and dealers. We monitor the liquidity of sales finance companies on an ongoing basis to ensure we have adequate liquidity to meet maturing debt and continue operations. As a policy, we target to match the maturity of liabilities with the maturity of assets wherever possible. In some of the countries where we operate, long-term capital markets are not developed, and thus it is not always possible to be perfectly match-funded. Match funding policy allows us to meet maturing debt obligations even in an environment in which we cannot raise additional debt due to the state of capital markets. In addition to match funding, we manage liquidity risk at sales financing through several measures, including keeping adequate liquidity in the form of cash and unutilized committed lines, unencumbered assets (mainly vehicle loans and leases), liquidity support from auto operations to the extent we have excess cash in auto operations, diversified funding sources and geographical diversification of capital markets’ access. As of March 31, 2012, sales finance companies’ liquidity (cash and unutilized committed lines) was approximately 860 billion yen. Additionally, we have a healthy mix of secured (24.7%) and unsecured and other (75.3%) funding sources which ensure a stronger balance sheet and incremental liquidity through utilization of unencumbered assets. S A L E S F I N A N C E B U S I N E S S F U N D I N G S O U R C E S Group Finance (Inter-Company) 25.5% Equity 10.7% (As of March, 2012) The pie chart below describes our diversified funding sources in the sales finance business. During fiscal year 2011, we were able to raise new financings through bank loans, asset- backed securities, asset-backed commercial paper, commercial paper and bonds reflecting our diversified access to financing instruments. ABS Off B/S 3.8% Commercial Paper 0.9% ABS On B/S 20.9% S/T Loan 3.8% Bonds 8% L/T Loan 26.6% Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency31 2) Financial Market Nissan is exposed to various financial-market-related risks, such as foreign exchange, interest rate and commodity price. It is Nissan’s general policy not to use derivative products as a primary tool to manage foreign exchange and commodity price risks, as it will not provide a permanent solution to mitigate the risks. In some cases, Nissan does hedge select currencies and commodity price risks. Nissan is taking the following measures to minimize financial market risks. Foreign exchange As a company engaged in export activities, Nissan is faced with various foreign currency exposures which results from the currency of input cost being different from the currency of sale to customer. In order to minimize foreign exchange risk on a more permanent basis, Nissan is working to reduce foreign currency exposure by such measures as shifting production to the countries where vehicles are sold, and procurement of raw material and parts in foreign currencies. In the short term, Nissan may hedge risks in foreign exchange volatility within a certain range by using derivative products in accordance with the internal policies and procedures for risk management and operational rules regarding derivative transactions. Interest rate The interest rate risk management policy is based on two principles: long-term investments and a permanent portion of working capital are financed at fixed interest rates while the non-permanent portion of working capital and liquidity reserves are built at floating rates. Commodity price Nissan purchases raw materials in the form of parts provided by suppliers, as well as direct purchases. Nissan is exposed to the price fluctuation risks of raw materials, no matter whether it is purchased directly or indirectly. For precious metals, which are used as catalyst, Nissan is making continuous efforts to reduce their usage through technological innovation, in order to minimize commodity price risks. In the short term, Nissan manages commodity price volatility exposure through the use of fixed rate purchase contracts where the commodity price is fixed for a period of time, and Nissan may also hedge risks in commodity price volatility within a certain range by the use of derivative products in accordance with the internal policies and procedures for risk management and operational rules regarding derivative transactions. 3) Sales Finance Interest rate risk management The sales financing business is exposed to interest rate risks. Interest rate risk is defined as the potential variance in the earnings of an entity or the fair value of the portfolio that would result from a fluctuation in the general level of market interest rates where funds with differing fixed-rate periods or differing terms are financed and invested. Nissan measures the risks by using sensitivity analysis with various interest rate scenarios and determines the risk tolerance level. Nissan controls the interest rate maturities of both assets and liabilities to maintain the risks within the acceptable tolerance level. The sensitivity analysis mentioned above uses statistical models, such as the Monte Carlo simulation method. However, actual fluctuations of market interest rates and their impact may deviate significantly from the assumptions used in the model. Nissan enters into interest rate derivative financial instruments to maintain the potential variability of interest rates at a desired level of risk exposure. The main objective of these transactions is to mitigate the risks and not to pursue speculative profit maximization. Credit risks Nissan is exposed to the risks of failure to recover the full value of financial receivables in its auto credit and lease business with retail customers and its dealer finance business, due to changes in the economic situation and the credit quality of customers. Nissan manages the credit risks closely by establishing effective screening and collection systems and structures. Credit applicants are all subject to credit assessments of their creditworthiness under a detailed scoring system. Based on the information directly obtained from applicants and from credit bureaus, Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency32 loan authorization is made in a comprehensive manner by considering the following points: applicant’s credit history; applicant’s capacity to pay which is estimated by debt ratio, payment to income ratio and disposable income; applicant’s stability; and loan conditions, including the loan collateral, loan advance and payment terms. In addition to carrying out this screening process, Nissan takes into account qualitative information by conducting field visits to customers or referring to past business records with Nissan, in accordance with characteristics of regional business practices and risks. Dealer finance for inventory vehicles is authorized on the basis of an internal rating system that takes into account the financial position of dealers, and, if necessary, personal guarantees and/or mortgage collateral are taken in pledge in addition to inventory vehicle collaterals. These scoring models are regularly reviewed and revised to keep them current with actual practice. In some regions and products, Nissan also offers different pricing depending on the applicant’s credit score to compensate the risks. As a matter of accounting policy, Nissan maintains an allowance for doubtful accounts and credit losses adequately to cover probable losses. Nissan makes a best effort to recover the actual losses from bad debt accounts as quickly as possible by taking necessary actions, including flexible and effective organization changes for collection and utilization of third-party collection services. Residual value risks Vehicles on operating leases and some balloon type credits, where Nissan is the lessor, are guaranteed end-of-term residual value by Nissan. Nissan is therefore exposed to the risks that sales value of the vehicle could fall below its contractual residual values when the financed vehicle is returned and sold in the used car market at the end of the contract term. To mitigate the risks mentioned above, Nissan objectively sets contractual residual value by using the future end-of-term market value estimation by a third party such as Automotive Lease Guide in North America, and the estimation from statistical analysis with historical data of the used car market in Japan. To support used car market value, Nissan takes several strategic initiatives, including control of sales incentives for new car sales promotion, fleet sales volume control and introduction of the Certified Pre-owned program. As a matter of accounting policy, Nissan evaluates the recoverability of carrying values of its vehicles for impairment on an ongoing basis. If impaired, Nissan recognizes allowance for potential residual value losses in a timely and adequate manner. 4) Counterparty Nissan has a certain amount of exposures to counterparties in making financial transactions, such as bank deposits, investments and derivative contracts. While we work with competitive banking counterparties, Nissan manages its counterparty risk by using a certain evaluation system. The evaluation system which Nissan uses is based on ratings of counterparties’ long-term credit and financial strength, and the level of their shareholders’ equity. The system is applied to Nissan as a group, and we set limits in terms of amount and term on a consolidated basis. By making the analysis monthly, we are able to take action on a timely basis when any concerns arise. 5) Pension Nissan has defined benefit pension plans mainly in Japan, the United States and the United Kingdom. Funding policy for pension plans is to make periodic contributions as required by applicable regulations. Benefit obligations and pension costs are calculated using many different drivers, such as discount rate and rate of salary/wage increase. Plan assets are exposed to financial market risks as they are invested in various types of financial assets including bonds and stocks. When the fair value of these assets declines, the amount of the unfunded portion of pension plans increases, which could materially affect cash-out and costs for Nissan in the form of future contribution to the pension plans. As countermeasures to manage such risks, the investment policy of these pension plans is based upon the liability profile of the plans, long term investment views and benchmark information regarding asset allocation of other corporate pension plans. In addition, Nissan convenes Global Pension Committees on a periodic basis to review investment performance, manager performance, review asset allocations and discuss other issues related to pension assets. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency33 2. Risks related to Business Strategies and Maintenance of Competitiveness 1) Product Strategy To secure our profitability and sustainable growth based on our future product lineup plan, in our product strategy developing process, we monitor the impact of various risk scenarios, such as global market changes and demand deteriorations, to our future profitability (COP) based on our plan. 1. Drastic decline of total global demand, using past examples as reference. 2. A demand shift between vehicle segments drastically faster than our mid-term planning assumptions. 3. A demand shift from the matured markets to the emerging markets drastically faster than our mid-term planning assumptions. We periodically monitor the impact of these scenarios to secure our future profitability and sustainable growth, and also update our future lineup plans periodically based on the results. To improve the robustness of our product lineup against these risks, we take the following countermeasures as our main direction when planning our product strategy. • Expand availability of individual products across markets to mitigate the risk of single market demand fluctuations. • Increase volume and efficiency per product through a consolidation and rationalization of the portfolio to lower the breakeven point and thereby reduce the profit risk of global Total Industry Volume declines. • Prepare a more balanced product portfolio meeting needs in a broader range of markets and segments reducing reliance on specific large markets. 2) Quality of Products and Services Nissan is making a companywide effort toward “Enhancing Quality,” one of the six areas of focus defined by Nissan Power 88, our mid-term business plan through fiscal 2016. Under this plan, actions are being carried out with numerical targets for the following areas. • Product quality: Quality of our products based on the customer’s actual experiences as an owner of the vehicle • Perceived quality and attractiveness: Customers’ impressions of a vehicle’s quality when they look at and touch it in a dealer’s showroom For example, the target for “product quality” is to attain the top level in the Most Influential Indicators (MIIs) in each region. In order to achieve the target, internal indicators for each model correlating with the MIIs have been established. Progress of all quality improvement activities is monitored on an ongoing basis with those internal indicators. With respect to new model projects, in order to achieve quality targets, milestone meetings are held for processes from design, production preparation and production, at which key check points are confirmed, such as achievement of quality targets, prevention of recurring problems, and adoption of measures for potential risks related to new technology and mechanisms and design changes. Commercial production can be started after confirmation at the Start of Production (SOP) Judgment Meeting, which confirms all issues are solved and quality target can be achieved. Final decision that the model can be sold is made at the Delivery Judgment Meeting after confirmation of the quality of commercial production and preparedness for service/maintenance. As described above, Nissan is implementing thorough quality checks before new model launches. Nissan is advancing quality improvement activities after launch as well by constantly gathering quality information from markets and promptly deploying countermeasures if problems arise. In case safety or compliance issues do occur, necessary actions such as recalls are implemented with close cooperation with market side team based on a management decision reached by an independent process. Incidents are thoroughly investigated and analyzed, and the lessons are applied to existing or upcoming models to prevent a recurrence. In addition to the above described activities, such as quality assurance at new model project and quality improvement activities on daily basis, the “Quality Risk Management” framework has been newly developed from fiscal 2009. While quality-related risks have been assessed and dealt with for Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency34 new models, as described above, the new framework represents a higher-level system to ensure successful quality management for both on-going and future projects. It involves an objective evaluation of whether risk exists and the level of such risk for the Company and the assignment of responsible persons based on the level for follow-up activities. These processes are implemented by the Quality Risk Management Committee, chaired by an EVP twice a year. 3) Environment, Climate Change The automotive industry is affected globally by various regulations related to the environment and safety, such as exhaust emissions, CO2/fuel efficiency, noise and recycling, and these regulations are getting more stringent year by year. In this context, one effective solution from a long-term perspective will be widespread use of zero-emission vehicles. Nissan started sales of the Nissan LEAF, the world’s first affordable, mass-produced EV, in 2010. As the Renault-Nissan Alliance, we have promoted partnership formation to develop a zero-emission society with national and local governments. Additionally, Nissan will reduce CO2 emissions by continuously developing technologies to improve fuel efficiency in internal combustion engines and bringing them widely into the market. In particular, we will promote low CO2 output technologies named PURE DRIVE, such as our hybrid system, fuel efficient direct injection engine and continuously variable transmission (CVT). Stricter controls on the environmental impact of substances are being sought in countries around the world. Nissan has steadily advanced efforts to meet these requirements and has established voluntary standards to meet the environmental regulations enacted in countries worldwide in an effort to reduce the potential release of environment-impacting substances. Demand for natural resources such as metals and oil steadily increases in response to the rapid economic growth of emerging countries. In addition to promoting reduced use of virgin natural resources through resource-saving and resource-recycling measures, it is becoming important to procure natural resources that have a lower impact on the Earth’s ecosystems, not only from the standpoint that these resources are limited, but also considering the wide-ranging effects that resource extraction has on ecosystems. In the Nissan Green Program 2016—an environmental mid- term action plan announced in 2011—Nissan has raised to 25% the target for the use of recovered material in new vehicles by 2016. To achieve this, we will promote design centered on the vehicle life cycle, reduce waste and promote expanded use of recycled materials. The issue of water resources is ever more serious with the retreat of glaciers and rainfall fluctuation due to climate change, in addition to increasing water use due to the growing world population and economic development. Nissan, which uses water resources in its production process, deeply recognizes the importance of this issue and continuously works to preserve water resources around the world, such as by reducing consumption and recycling water discharged in the production process. The purchasing divisions of Nissan and Renault carry out supply-chain management in a manner consistent with The Renault-Nissan Purchasing Way, a booklet outlining policies for dealing with suppliers, and the Renault-Nissan CSR Guidelines for Suppliers. With respect to environmental issues, we began to set standards for the efforts of our automobile parts and material suppliers in the form of the Nissan Green Purchasing Guidelines. Through these purchasing guidelines we seek to share our environmental principles and action plans with our suppliers and to promote the reduction of environmental impact throughout the entire supply chain. Thus, Nissan is working to achieve autonomous guidelines and targets as part of its corporate social responsibility as well as to comply with laws and regulations. In order to promote this environmental management on a global basis, the Global Environment Management Committee (G-EMC) chaired by the COO makes decisions on general direction and proposals to the Executive Committee. The Environmental Planning Group within the Corporate Planning Department makes decisions on activity targets for each department and region and conducts effective follow up of the progress based on Plan-Do-Check-Act (PDCA) management. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency Year 2 Power 88 Innovation & Power of brand Performance Corporate Data Corporate Governance 35 Maintaining Trust Through Transparency NISSAN Annual Report 2012 O U R F R A M E W O R K F O R G L O B A L E N V I R O N M E N T M A N A G E M E N T Key Issues Reducing CO2 Emissions/ Shifting to Renewable Energies Air, Water, Soil, Biodiversity Resource Recycling Stakeholders Communication Products Products Products & & Technology Technology Technology Manufacturing Manufacturing Manufacturing Manufacturing Manufacturing & & Logistics Logistics Marketing Marketing Marketing & & Sales Sales Business Business Partners Partners Nissan Global Environment Management Sincere Eco-Innovator N I S S A N ’ S G L O B A L E N V I R O N M E N T M A N A G E M E N T O R G A N I Z A T I O N CEO Executive Committee Global Environment Management Committee Global, corporate focuses Functional, regional focuses Customers Plan Act Global Environmental Planning Office Do PDCA Check PDCA PDCA Employees Business partners Environmental Advisory Meetings, etc. Shareholders and investors Communities and future generations 4) Compliance and Reputation As described above, Nissan produced the Nissan Global Code of Conduct for all employees of the Nissan Group worldwide. To ensure thorough understanding of the code, training and education programs such as e-learning are improved and the compliance situation is monitored by the Global Compliance Committee. Nissan has also adopted the internal whistle blowing system (Easy Voice System). This allows any employees to submit opinions, questions, requests or suspected compliance issues directly to Nissan’s management. Additionally, we have created sets of internal regulations globally covering the prevention of insider trading, personal information management, records management and prevention of bribery and corruption. Nissan makes efforts to prevent reputation risk to the company by continuous implementation of various education and training programs. 3. Business Continuity 1) Natural Disasters Measures In case of an earthquake measuring 5-upper or higher on the Japanese seismic intensity scale or other natural disasters causing heavy damage affecting Nissan’s business activities, a First Response Team (organized by the main units of the Global Disaster Headquarters) will gather information and decide actions to be taken based on the information. If necessary, the Global Disaster Headquarters and Regional Disaster Headquarters will be set up to gather information about employees’ safety and the damage situation of facilities and to work for business continuity. At the same time, efforts to develop a Business Continuity Plan (BCP) are being carried out with the involvement of suppliers. These include assessment of the priority of work by each and every function and development of countermeasures to continue priority work. The BCP will be reviewed annually in the process of the PDCA cycle. 36 O R G A NI ZA T IO N F O R D I S A ST E R R EC O V E RY ( EA R TH Q U A KE ) < First Response Team > • EXAF (Control Center) • HR • COM & CSR • MFG • PURCH • M&S • SCM • Security • HQ Facility Management < Global Disaster Headquarters > Information flow Chief Decision maker for important issues Decision / Instruction Report Secretariat Deputy Chief Responsible for supportive action Deputy Chief Responsible for recovery action Decision / Instruction Decision / Instruction Report Report Communications & CSR External & Government Affairs Human Resources Asset Management Finance Supply Chain Management Market & Sales Parts Logistics Affiliated Companies Administration Production Control Production Engineering Manufacturing HR Purchasing Information System R&D Administration Decision / Instruction Decision / Instruction Report damage situation Report damage situation < Regional Disaster Headquarters > Chief Deputy Chief Secretariat EXAF HR MFG 1. The first priority is human life (utilization of employee safety confirmation system) 2. Prevention of secondary disaster (in-house firefighting organization, stockpiling, provision of disaster information) 3. Speedy disaster recovery and business continuity (measures for hardware, improvement of contingency plan and development of BCP) 4. Contribution to local society (cooperation/mutual aid with neighboring communities, companies, local and central governments) The Global Disaster Headquarters and Regional Disaster Headquarters conduct simulation training assuming a large earthquake to prepare for a catastrophe. The drills test the effectiveness of this organization and contingency plan and clarify the issues to be improved. The contingency plan is reviewed based on the feedback. In the aftermath of the March 11, 2011, disaster, our periodic simulation training helped to ensure the smooth launch of our Global Disaster Headquarters and Regional Disaster Headquarters on the initiative of the First Response Team. This also helped to complete of confirmation of employees’ safety and checks on the extent of the damage. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency37 Additionally, based on the policy of contribution to local society, we reacted rapidly to provide rest space to people who could not return home on March 11 and to support damaged areas. At the stage of business recovery, the Disaster Headquarters and the project teams of each function continuously shared up-to-date information and were addressing the issues for production and business recovery with companywide cooperation. It was effective for the quick recovery of our total supply chain, including parts supply, production, logistics, sales and services. The response to the March 2011 disaster was reviewed during fiscal 2011 to identify issues that came to light on a function-by-function basis and to consider countermeasures. In March 2012, simulation training was conducted based on a new scenario incorporating the review findings, and the new measures were verified. Utilizing the PDCA cycle, disaster measures will be advanced to address additional issues raised during training and in response to recent changes in the government’s anticipated seismic scale announcements. The Global Headquarters building, where the Disaster Headquarters has been set up (built in August 2009), has an earthquake-resistant structure using vibration-controlling brace dampers. Safety is assured even in the case of a maximum-level earthquake at the site. Inspections after the earthquake confirmed that the building had no problems whatsoever with its safety and functions. 2) Pandemic In response to the outbreak of H1N1 type influenza in April 2009, Nissan established a global policy for infection prevention. Each region has organized a response team and has promoted concrete countermeasures based on the policy. Infection status can be monitored globally thanks to firmly developed reporting lines between the global response team and each regional team. Nissan has promoted countermeasures based on three basic principles stated in the global policy, which are: 1. First priority on employees’ health and lives 2. Prevention of the spread of infection 3. Continuity of business operation As specific actions, Nissan established the “guidelines for employees’ action” which stipulated actions to be taken by employees, Sections and Companies, and kept employees informed. Nissan also developed a Business Continuity Plan (BCP) for each business section, with several triggers to invoke the BCP depending on the infection ratio, to maintain business continuity even under a high infection situation. Nissan will keep prepared for contingencies like avian flu through its PDCA cycle, such as by updating response team members and the BCP, carrying out educational activities for infection prevention and stockpiling sanitary and medical goods. 3) Countermeasures for Production Continuity Risk Nissan’s production division has dealt with various risks related to the three elements of production, as listed in the chart below. Particularly for natural disasters, we have worked over the years on continuous prevention countermeasures to physical infrastructure (quakeproofing and reinforcement of buildings and other facilities), maintained an operations recovery manual to shorten recovery time and regularly executed BCP simulation drills. Learning from the lessons of the Great East Japan Earthquake and the floods in Thailand, we are reviewing and strengthening our activities. More specifically, we have set the period after which production is to be resumed following a large-scale disaster to two weeks, and we have clarified necessary measures and produced action plans so that this can be achieved. In each business facility, the operations recovery manual has been improved with the addition of more practical content. We have begun regular audits of the manuals to confirm that they are in the proper condition to be executed as written. In addition to such countermeasures to natural disasters, it is absolutely important to manage risks associated with parts procured from Leading Competitive Countries (LCCs) in order to expand markets globally. To deal with such risk, Nissan has been conducting risk assessment before making sourcing decisions, providing support for improvement activities after sourcing, implementing quality checks at key points in the production and logistics process to prevent the production and utilization of imperfect parts and enhancing activities to minimize supply capacity risk in order to secure global market expansion and growth. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency38 Purchased parts/ Raw materials Facilities/Equipment 3 elements of production HR/Workforce Risk factor Natural disasters (earthquakes) Fire Workplace injury Pandemic Demand fluctuation • Reinforcement of office buildings (completed) • Development of earthquake response manual, implementation of evacuation drills (once/year) • Conducting of disaster prevention drills (once/year or more) • Assessment of earthquake preparedness of major suppliers located in high quake-risk areas (FY08) • Planning to adopt damage reporting system on web base (FY10) • Reinforcement of buildings & machinery (continued) • Review of facility recovery manual (FY11) • Regular audits of each business facility • Confirmation of BCPs to be implemented at time of disaster by suppliers in high quake-risk areas (FY11) • Same as on the left • Same as on the left • Revision of equipment standard based on the assessment result • Same as on the left • Same as on the left • Risk assessment based on F-PES (Fire Prevention Evaluation System) (once/year) • Risk assessment based on SES (Safety Evaluation System) (once/year) • Assessment for health & safety management system (once/year) • Development of flu response manual (FY09) • Requested suppliers to develop response manual coordinated with Nissan — • Backup from other Nissan plants (as needed) • Backup from other companies (as needed) • Employment of short-term employees (as needed) • Regular check of demand projection and supply capacity; implementation of measures • Installation of flexible manufacturing system (completed) • Regular check of demand projection and production capacity; implementation of measures • Development of complementary production system for main power trains • Share past incident experiences and reflect them in preventive maintenance • Reflect them in equipment standards • Thoroughgoing energy conservation efforts • Flexibility in plant operations and working hours in response to requests from the government or power companies — — Machinery breakdown Electric power shortage Expanding LCC parts adoption — — — — — • Assessment of monozukuri ability before supplier sourcing and support for improvement activities after sourcing • Quality assessment at production preparation phase • Quality check at mass production phase (action “Gate 1-3”) Decrease of skilled workers/ experts — • Planning and implementation of training program at each plant to develop skilled workers (FY10) • Global development of human resources through the Global Pilot Plant program (FY11) • Development of experts to teach technical skills (planning and implementation from FY12) Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency 39 4) Supply Chain Continuity Control was enhanced as follows to prepare for increased supplier risk. Response to suppliers’ financial risk (1) Risk assessment (annual) • Work with Alliance partner Renault to conduct financial assessments of suppliers based on the latest data on a global basis. (2) Prompt decision on risk aversion • Prompt decision making by a cross functional committee based on risk assessment findings • Thoroughgoing monthly management of risks for each supplier and anticipated expenditures • Steady implementation of the above operational process Response to suppliers’ disaster risk (1) Ensuring business continuity In fiscal 2011, cooperation with suppliers was an essential factor in the recovery from natural disasters like the Great East Japan Earthquake and the floods in Thailand. The fruits of such efforts included support for affected suppliers and early restart of production. Some of the major initiatives are as follows: • Sharing of information relating to production recovery with suppliers frequently and from an early stage • Soliciting of feedback from suppliers in advance of the rolling blackouts and weekend operations during the summer period, enabling the provision of support for power shortages as necessary • Establishment of a BCP for the supply chain (for both Japan and Thailand). (2) BCPs for overseas operations In fiscal 2012, Nissan plans to introduce measures taken in Japan to overseas operations besides Thailand and to establish similar BCPs for those regions. 5) Risk Financing and Loss Prevention Global Insurance Management Policy Nissan manages hazard risk on a global basis with risk financing techniques that combine self- retained risk with external risk transfer via insurance. In order to minimize the cost of risk, Nissan adheres to the following global insurance management policy. This policy has provided appropriate coverage for damage resulting from the unpredictable and massive disasters that the world has seen in recent years. • Predictable risks with low impact and high frequency → Retained risks up to an acceptable level on a consolidated basis by the company • Unpredictable risks with low frequency and high impact or shock value → Risks whose financial impact may exceed the acceptable level of self-retention are transferred outside the company via insurance Global Insurance Program In order to minimize the cost of hazard risks and manage risks occurring globally and interdependently in a concentrated manner, global insurance programs have been established for main lines of insurance. The Finance Department in the Global Headquarters decides insurance conditions and structures, and negotiates directly with insurance companies for these global programs. The insurance companies are important strategic partners, and they are thus decided in consideration of risk spread and financial solvency. The following risks are covered in this way. • Property damage and business interruption by accidents The program covers risks not only for property damage but also for business interruption and contingent business interruption due to accidents, taking into consideration the global expansion of the supply chain for products and parts. Coverage limits are determined based on the probable maximum loss amount measured by third-party experts. We achieved further improvement and optimization of insurance conditions by negotiating with insurance companies together with our Alliance partner Renault from fiscal 2011. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency40 • Transportation and storage of vehicles and products for sales This program covers risks relating to transportation and the supply chain for parts and products globally. By covering risks spread geographically under a global program, we can manage loss data on a global basis and ensure stability of insurance costs. From fiscal 2011, this program was also combined with Renault’s program for negotiating with insurance companies to achieve best possible results utilizing synergies of scale. • Product liability To manage this risk, we have insurance programs suitable for the legal systems and practices in each region. The programs are led by the Global Headquarters in order to implement a consistent strategy globally. Utilization of Captive Insurance Company For the purpose of more efficient self-retention on a consolidated basis, Nissan Global Reinsurance, a Bermuda-based captive insurance company (an insurance company of the Nissan Group) is utilized to reinsure a certain amount of risk for each of our global programs. Utilization of a captive insurance company enables the following: • Helps to reduce insurance costs by obtaining the minimum necessary insurance • Each group company can obtain necessary coverage • Can gather and analyze loss data below self-retained limit Loss Prevention Activities Nissan conducts loss prevention activities to improve loss results and reduce the cost of premiums on an ongoing basis. Since the global insurance programs have been introduced, loss prevention activities have been promoted more actively and globally to maintain low premium rates. Examples of Nissan’s loss prevention activities include conducting risk engineering surveys and obtaining recommendations for safety from third-party experts, creating manuals for actions in the event of typhoons and constructing hail nets to prevent hail damage. Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency41 Information Financial Data To obtain more detailed financial information, please visit our IR website noted below. http://www.nissan-global.com/EN/IR/ For further information, please contact: Nissan Motor Co., Ltd. 1-1, Takashima 1-chome, Nishi-ku, Yokohama-shi, Kanagawa 220-8686, Japan Investor Relations Department Tel: 81 (0)45-523-5520 Fax: 81 (0)45-523-5770 E-mail: nissan-ir@mail.nissan.co.jp Global Corporate Communications Department Global Communications Division Tel: 81 (0)45-523-5552 Fax: 81 (0)45-523-5770 Corporate Information Website http://www.nissan-global.com/ Innovation & Power of brandYear 2 Power 88PerformanceCorporate DataCorporate GovernanceNISSAN Annual Report 2012Maintaining Trust Through Transparency

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