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1、Integrated Report 2024This is the inaugural integrated report for Nissan.Adding to the ongoing sustainability data book which discloses specific activities and results on sustainability,this report aims to put sustainability in context of our corporate philosophy,long-term vision&strategies,manageme

2、nt,and financial standing.We hope this report aids the readers understanding on our corporate direction and overall business.In a rapidly changing and uncertain business environment,we recognize the mounting importance of communicating on how Nissan intends to steer its business going forward,and wh

3、at values we aim to provide.We wish to accomplish this purpose and build on our relationship with our stakeholders through this integrated report.InformationVision/StrategyResultsShort-termLong-termTimeframeIntegratedreportBusiness reportCorporate governance reportSecuritiesreportSustainabilitydata

4、bookAbout this publicationEditorial policyThis report is issued to our shareholders,investors,and other stakeholders.We regard it as a means of communicating with our stakeholders,and informing them of our efforts to achieve sustainable growth from a financial and a non-financial perspective,includi

5、ng ESG criteria.In compiling this report,we referred to the Guidance for Collaborative Value Creation 2.0,issued by the Ministry of Economy,Trade and Industry(METI)and the International Integrated Reporting Framework issued by the US-based IFRS Foundation.Period covered by this reportThe report cove

6、rs fiscal 2023(April 1,2023March 31,2024);events outside this period are specified in the text.Organizations covered by this reportNissan Motor Co.,Ltd.and the Nissan Group,including Nissan Automotive Europe and Nissan North America,Inc.Caution regarding forward-looking statementsForward-looking sta

7、tements in this report are based on currently available information and involve risks and uncertainties.Accordingly,actual results may differ significantly from these statements,due to future economic conditions surrounding Nissans business areas,market trends,exchange rate fluctuations,and other fa

8、ctors.OverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsIntegrated Report 20241Nissans Value Creation StoryOverview8CEO Message121315Value Creation ProcessLong-term vision:Nissan Ambition 2030Business Plan:The Arc252732Sustainability at NissanEnvironmental:N

9、issan Green Program 2030 Feature:Toward carbon neutrality throughout the entire lifecycle Feature:Realizing a Circular EconomySocial:Nissan Social Program 2030 Feature:Human Resource Strategy Feature:Transforming Our Corporate Culture3456DNACreating value over the yearsPurpose and MissionAt a Glance

10、1 About this publicationSection:01Section:02Management supporting our value creation373841Independent Outside Director,Chair of the Board of Directors MessageCorporate GovernanceList of directors/skills matrix424311-Year Financial SummaryCompany ProfileContentsOverviewCEO MessageSustainabilityBusine

11、ss StrategyCorporate GovernanceCorporate DataContentsBusiness StrategyCorporate GovernanceCorporate DataSustainabilityIntegrated Report 20242Dare to do what others dontIn the early 1930s,while foreign cars were dominating the Japanese automobile market,Nissan Motor was founded in Yokohama as a full-

12、fledged automaker that manufactured competitive,high-quality,low-priced domestic cars.Inspired by the bold spirit of doing what others dont dare to do,Nissans founder and employees have continuously driven innovation forward.Nissan pioneered a new era by providing exciting driving experiences and in

13、novative technologies that enrich peoples lives through the power of cars and technology.The company is now driving technological innovation that puts people front and center,thereby strengthening human connections.Aiming for a safer,cleaner,and more inclusive future,we continue to take on the chall

14、enge of expanding the possibilities of mobility and society,working towards the realization of a more prosperous life for everyone.DNAOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsDNACreating value over the yearsPurpose and MissionAt a Glance3Integrated

15、Report 2024Creating value over the yearsDNACreating value over the yearsPurpose and MissionAt a GlanceOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsIn 1933,founder Yoshisuke Aikawa established Jidosha Seizo Co.,Ltd.(Nissans predecessor)in Yokohama to man

16、ufacture high-quality,low-priced domestic cars that could compete with the foreign cars that then dominated the automobile market.The following year,the company name was changed to Nissan Motor Co.,Ltd.An integrated production system was installed at the Yokohama Plant,making Nissan the first Japane

17、se manufacturer to mass produce automobiles.Exports were subsequently launched in Asia,Central and South America,and other markets.1984-1992Global Development1973-1984Global Expansion1958-1972Era of High GrowthWith the development of domestic road networks and a boom in private car ownership,the Dat

18、sun Sunny 1000 was launched in 1966.It was a groundbreaking product,highly acclaimed for its quality,practicality,and economy.In that year,Nissan merged with Prince Motors Ltd.,to further expand its product lineup.Nissan gradually came to be known for its technological prowess as it enhanced its pro

19、duct planning and development capabilities.Amid rising demand for more fuel-efficient cars in response to the 1973 oil crisis,the popularity of Japanese compact cars soared in the US market.Since exports to the US were robust,it was decided in 1981 that,to strengthen the brand name in overseas marke

20、ts,the company logo would always appear as NISSAN.Then,with the establishment of a technological development base in the US and manufacturing companies in the UK,the Company built the foundations for a global production system.As Japans domestic economy flourished and there was a boom in luxury cars

21、,the Company introduced many famous cars and technologies to the world.Starting in the 1990s,the Company aggressively promoted product development to meet diversifying needs.New vehicles such as sport utility vehicles and minivans began to dominate sales,as demand for compact cars expanded.The progr

22、ess of globalization and other factors led to a series of cross-border mergers and business alliances among automakers.In the late 1990s,Nissan faced a business crisis due to sluggish sales following the bursting of Japans bubble economy.In March 1999,the company entered into a strategic capital all

23、iance with French auto-manufacturer Renault.Amid growing demand for environmental and safety technologies in vehicles,in 2000 the company launched the Sentra CA,a super ultra-low emissions vehicle(SULEV),in the US.In 2003 in Japan,the Blue Bird Sylphy,also a SULEV,became the first domestic vehicle t

24、o be certified as emitting 75%less pollution than mandated by 2005 emission standards,demonstrating the companys technological excellence.Nissan also focused on the development of electric vehicles(EVs),accumulating valuable expertise.Amid growing global concerns about environmental issues,in 2010 N

25、issan launched the Nissan LEAF.It was the worlds first mass-produced EV for the global market,and reflected the companys aim to drive the adoption of EVs.The following year,Nissan was one of the first companies to address the issues of zero emissions and energy management,unveiling a system that sup

26、plies electricity from the Nissan LEAF drive battery to ordinary homes.The automobile industry was dealt a serious blow as the COVID-19 pandemic took hold in 2020 and auto production declined.Against this background,in 2021 we announced our long-term vision,Nissan Ambition 2030.With electrification

27、at the core of our strategy,our vision aims to provide exciting vehicles and technologies that expand the possibilities of mobility and society.As a company that aims to do what others dare not do,Nissan will continue to take on the challenge of creating new value.Establishment of Nissan Motor Co.,L

28、td.Exports of Datsun to AsiaExports of passenger cars to US commenceNissan merges with PrinceMotors,Ltd.Nissan Motor ManufacturingCorporation U.S.A.establishedGlobal marketing under the Nissan brand name commences new corporate identity programFully remodeled luxury Laurel sedan with innovative feat

29、uresNissan European TechnologyCentre Ltd.established(UK)First overall win with NissanR91CP,a machine made in-houseNissan and Renault sign global Alliance agreement,including equity participationMounting worlds first Lane Keep Assistance System in CimaGlobal Production Engineering Center establishedN

30、issan and Sumitomo Corporation establish a joint research company to promote the 4R*energy businessNissan unveils Nissan NEXT transformation plan targeting sustainable growthNissan launched the worlds first mass-produced electric vehicle,the Nissan LEAFNissan unveils Ambition 2030vision to empower m

31、obility and beyond1933-1957Founding and Post-War Recovery Years2015-2023Transformation2007-2014Innovation and Expansion2000-2007Regeneration1992-1999Turning Points*Reuse,refabricate,resell,recycle4Integrated Report 2024Our corporate purpose is at the core of everything Nissan does.It is not only the

32、 answer to the questions of why Nissan exists and what role it will play,but it also brings employees together by serving as a compass that defines the direction in which we should all head towards.Everyone at Nissan is committed to fulfilling our social responsibilities and delivering company-wide

33、consistent value to our stakeholders.Based on Nissans long-standing vision of enriching peoples lives,we will continue to provide innovative value to our stakeholders through our cars or otherwise,staying close to their daily lives.CorporatePurposeDriving innovation to enrich peoples livesAs a compa

34、ny worthy of trust,Nissan provides unique and innovative automotive products and services that deliver superior measurable values to all stakeholders.MissionPurpose and MissionOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsDNACreating value over the years

35、Purpose and MissionAt a Glance5Integrated Report 2024At a GlanceOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsDNACreating value over the yearsPurpose and MissionAt a GlanceFY2023Free cash flow*1323.0billion yenNet cash*11,546.0billion yenResearch and dev

36、elopmentcosts609.9billion yenCapital investmentcosts486.1billion yenNet sales12,685.7billion yenOperating income568.7billion yenNet income attributable to owners of the parent426.6billion yenNationalities representedat NissanGlobal employee survey scoreR&D15marketsNumber of employees(consolidated ba

37、sis)133,580100+71pt32%*1 Auto *2 The figures represent the production figures for the 12-month period from April 1,2023 to March 31,2024.*3 The figures in China and Taiwan,which are included in“Asia,”represent the sales figures for the 12-month period from January 1 to December 31,2023.Those sold in

38、 Japan,North America,Europe,Other overseas countries and Asia(excluding China and Taiwan)represent vehicles sold for the 12-month period from April 1,2023 to March 31,2024.*4 The figures in China include Chinese joint venture,Dongfeng Motor Co.,Ltd.*5 vs.2018 *6 4 regions:Japan,the US,Europe,and Chi

39、naAutomobile production13markets 29SitesCO2 emissionsfrom manufacturing*5Sustainable materialratio-0.5Woman manager ratio15.9%CO2 emissionsfrom new vehicles*5CO2 emissionsfrom vehicle lifecycle*5-11%-12%-15%Global4 regions*6Other15.7%Europe10.5%NorthAmerica36.7%Japan14.0%China23.1%Global sales volum

40、e*3*4Global sales volume ofelectrified vehiclesGlobal production volume*23,430 thousand units3,442 thousand units507 thousand unitsOther10.7%Europe9.5%NorthAmerica36.0%Japan21.1%China22.7%6Integrated Report 2024Nissans Value Creation Story8121315252732CEO MessageValue Creation ProcessLong-term visio

41、n:Nissan Ambition 2030Business Plan:The ArcSustainability at NissanEnvironmental:Nissan Green Program 2030Feature:Toward carbon neutrality throughout the entire lifecycleFeature:Realizing a Circular EconomySocial:Nissan Social Program 2030Feature:Human Resource StrategyFeature:Transforming Our Corpo

42、rate CultureSection:01Integrated Report 20247In its home market of Japan,Nissan received a recommendation from the Fair Trade Commission regarding Japans Subcontract Act.Nissan sincerely regrets the inconvenience caused not only to the suppliers involved but also associated stakeholders.We take this

43、 matter very seriously and are committed to restoring the trust of our partners and implementing countermeasures.We have discontinued the rebate system,have established a dedicated hotline for our business partners,and setting up a partnership transformation office that will visit partners to hear d

44、irectly from them.These new systems will need to be properly brought to life to enable them to be effective,and Nissans leadership will be at the forefront.With a strong sense of responsibility and determination,we will lead the transformation of our processes and corporate culture.CEO MessageLeadin

45、g NissanstransformationOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsMakoto UchidaDirector,Representative Executive Officer,President and CEOPlease refer to the Sustainability data book for more detailshttps:/www.nissan- 19Integrated Report 20248Nissan i

46、s aiming to empower journeys and society around the world by providing exciting mobility as a global automaker.This is all in pursuit of achieving our long-term vision,Nissan Ambition 2030.The auto industry today is going through a once-in-a-century transformation.In addition,we are dealing with var

47、ious risks like environmental issues due to global warming and geopolitical issues worldwide.Many governments are aiming for carbon neutrality,but the approach and pace varies,leading to an inconsistent shift to electric vehicles.Moreover,markets are evolving quickly and intensely,as seen by the ris

48、e of Chinese OEMs and EV-focused manufacturers,and customer needs are becoming more diverse.In the past,we managed our business through a globally common business model in each market.However,this approach is no longer effective.It is crucial to be agile and adapt to market changes.For us at Nissan,

49、there is no doubt that we need to change our mindset,and adapt the way we plan,develop,manufacture,and sell cars.To foster an environment in which employees are able to demonstrate their full potential without fear of failure,our corporate culture needed to change.In 2019,we embarked on this change,

50、establishing the Corporate Culture Transformation Department with a direct report to the CEO.To clearly show the companys purpose and direction,we defined our corporate purpose:“Driving innovation to improve peoples lives,”and we redefined our core values,described in the Nissan Way.Furthermore,we h

51、ave formulated the Nissan Leadership Way,which outlines the behavior expected of Nissan leaders,and Our Promise,which sets the policy for creating a positive working environment.All these are integrated under one cultural initiative,Our Nissan.Through this,we aim to instill a corporate culture where

52、 each employee can envision the future of mobility,tackle challenges swiftly and effectively with both the company and its employees continuing to grow together.Alongside the corporate culture transformation,we have been diligently pursuing our business transformation.Through the Nissan NEXT plan(20

53、20-2023)in which we made a significant shift from an expansionist growth strategy,we streamlined operations,identified priorities,and made strategic investments for the future.To return the company to growth and prepare for the next decade,we realigned our business structure,maintained a sharp focus

54、 on quality of sales across all regions,optimized production capacity and streamlined our product line up reducing both by 20%.By introducing 12 new models,we also strengthened our EV lineup and expanded our e-POWER offerings.As a result of Nissan NEXT,we successfully achieved a turnaround and retur

55、ned to profitability in 2021.I am pleased to introduce Nissans Integrated Report,reflecting our commitment to a sustainable future.At Nissan,sustainability is at the core of our business,guiding our decisions and actions toward a more sustainable world.CEO MessageOverviewCEO MessageSustainabilityBus

56、iness StrategyCorporate GovernanceCorporate DataContentsPowered by purpose,culture and commitmentEnhancing quality of salesNew ways of working for the new eraIntegrated Report 20249Nissans newly announced business plan,The Arc,builds on the foundation of Nissan NEXT and serves as a bridge to achievi

57、ng Nissan Ambition 2030.Through this plan,we aim to create new value and strengthen competitiveness even in the middle of intensifying competition among manufacturers that are striving for sustainable growth and profitability.On our road to carbon neutrality,we will promote electrification in line w

58、ith market and customer needs,and expand our lineup of EVs,PHEVs,and e-POWER.Additionally,we will renew 60%of our internal combustion engine(ICE)models,providing a balanced product portfolio to meet the diverse demands of customers.Furthermore,we aim to reduce the cost of next-generation EVs by 30%c

59、ompared to the current Nissan Ariya and achieve cost parity with ICE vehicles by fiscal year 2030.To achieve this ambitious goal,it is necessary to change the existing development and production methods.For example,we will develop a flexible platform shared across five models in the same“family”,ens

60、uring the uniqueness and appeal of each model while standardizing parts up to the upper body.Additionally,we will introduce a new production way that enables the manufacturing of next-generation EVs and significantly reduces the production time per unit by 20%through extensive automation.Enhanced co

61、llaboration with suppliers,who we see as business partners,will be more crucial than ever to advance these measures.We aim to build an equal partnership through advancing our horizontal relationship,and plan and develop together by involving our partners early in the process.A significant Nissan str

62、ength is our more-than-10-year experience in the development,sales,and recycling of EVs and their batteries.We have utilized EVs to contribute to society and created new,EV-unique values.Going forward,we are confident we can play a leading role in the global EV market by providing innovation in vari

63、ous ways,such as adapting diverse electrified vehicles to different regions and applications,developing solid-state batteries,and establishing ecosystems for renewable energy supply.In the field of safety,Nissans driver assistance technology has evolved for more than 20 years based on the Safety Shi

64、eld concept.Our unique ProPILOT driver assistance system is designed to provide drivers with a safer and less stressful drive.By fiscal year 2027,we plan to introduce the next-generation of the system,equipped with door-to-door autonomous driving technology.By fiscal year 2030,we aim to move closer

65、to our aspirational goal of zero fatalities by integrating active safety and AI technologies.It is crucial that we make use of our partnerships to strengthen our competitiveness in each market in a nimble and efficient manner while achieving sustainable growth.This enables us to concentrate our reso

66、urces on our core products,technologies and markets.In this context,our Alliance with Renault Group and Mitsubishi Motors Corporation will continue to be our strength.Last year,the Alliance reached an important milestone.This was an evolution enabling each company to adapt to rapid changes in the bu

67、siness environment with flexibility and agility.Without a doubt,this will contribute to Nissans growth.Today,joint projects are underway and we will continue to leverage the strengths of each company and seek new growth opportunities.We see market fragmentation across the globe,while the speed of ch

68、ange in each market is inconsistent.We must therefore work with the right partner in the right place in the right domain to stay relevant.Our joint venture with Mitsubishi Corporation and our strategic partnership with Honda Motor Co.,Ltd.are examples of this,and we will explore new ways of collabor

69、ating with partners to leverage our respective strengths.CEO MessageOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsThe Arc:A bridge to achieve our long-term visionLeveraging our diverse partnershipsIntegrated Report 202410July,2024Since 2002,the Nissan Gr

70、een Program has been our comprehensive approach to environmental issues and we launched the fifth generation,Nissan Green Program 2030,in fiscal year 2023.Additionally,the Nissan Social Program 2030 has been created to support our efforts to become a people-centric company and to further promote soc

71、ial initiatives.These two programs serve as the foundation of The Arc,allowing us to fulfill our corporate responsibilities while pursuing our unique identity and growing together with society.Diversity is a great strength for Nissan that plays an important role in driving innovation.I am confident

72、that our employees will continue to bring innovative ideas that propel Nissan.To maintain its uniqueness,Nissan will ensure that its traditions,strengths and its DNA of“Dare to do what others dont”will continue.Furthermore,as CEO I will be leading the transformation from the forefront to ensure that

73、 Nissan continues to be needed by society.We will create new values while transforming through the execution of our new business plan,The Arc.This,in turn,will help us achieve Nissan Ambition 2030,ultimately meeting the expectations of our stakeholders.CEO MessageOverviewCEO MessageSustainabilityBus

74、iness StrategyCorporate GovernanceCorporate DataContentsToward a cleaner,safer and more inclusive worldIntegrated Report 202411*1 compared to current Nissan Ariya model*2 A/S：Active SafetyValue Creation ProcessValue Creation ProcessBusiness Plan:The ArcLong-term vision:Nissan Ambition 2030OverviewCE

75、O MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsDriving innovation to enrich peoples livesWorking toward a cleaner,safer,more inclusive world Corporate PurposeEnhancing the quality of peoples lives through exciting and liberating mobility experiencesSupport creation

76、 of enriching community through expansion of safe mobilityContribute towards advancement of society through mutual growth of Nissan and supply chainContribute towards regeneration of rich ecosystem by reducing impact and dependency on environmentOutputImpactStrengthsMonozukuricapabilitiesGlobal foot

77、printEmployee diversityDiverse partnershipsSocietal challengessurrounding theautomobile industryClimate changeResourcedepletionChanges in mobility needsChanges incustomerexpectationHuman rights issuesMarket fragmentationBy FY26Increase by 1M vehicles6%+operating profitBy FY30 8%Stable profitabilityE

78、mpoweringsocietyEmpoweringjourneyOUR NISSANNISSAN WAYNISSANLEADERSHIPWAYOURPROMISENissan GreenProgram 2030Nissan SocialProgram 2030Dare to do what others dontDNABy FY26FY30 Cost of next-gen EV-30%*1By FY30 Model mix of electrified vehicles 60%16 new electrified models14 new ICE modelsA balanced and

79、competitive product portfolioFY27 Introduce next-gen ProPILOTFY30 A/S*2 and AI will mergeFY28 Introduce ASSB to the marketElectrification and vehicle intelligenceFY30 Revenue potential 2.5T JPYNext-gen mobility servicesEnergy eco-systemLife cycle managementNew revenue streamsStrengthened each employ

80、ees skills and performanceFY30 CO2 reduction goal(vs.FY18)Life cycle:-30%per vehicleProduct:Global-32.5%/4 regions-50%per kmManufacturing:-52%per vehicle producedDe-carbon-ization12Integrated Report 2024Long-term visionNissan Ambition 2030Value Creation ProcessBusiness Plan:The ArcLong-term vision:N

81、issan Ambition 2030OverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsCorporate PurposeDriving innovation to enrich peoples livesIn November 2021,Nissan announced its long-term vision,Nissan Ambition 2030.The goal is for business to progress steadily under th

82、e Nissan NEXT business transformation plan,shifting gears from business revitalization to building the future.Nissan Ambition 2030 is a declaration that the company will become truly sustainable.The company is looking ahead towards the next 10 years,taking into account societal expectations and need

83、s,together with global trends.In formulating this vision,we solicited the opinions of a wide range of stakeholders,including Nissan customers,suppliers,dealers,employees,and shareholders.We asked them to tell us what their expectations were for Nissan,and to point out any issues they had with the co

84、mpany.After repeated discussions amongst relevant individuals,including outside directors,our corporate purpose of“Driving innovation to enrich peoples lives”came into shape,defining what our role is within society.Today,Nissan continues to accelerate innovation and is transforming itself into a com

85、pany that is needed by customers and society.To advance towards the realization of a cleaner,safer,and more inclusive world where everyone can live in harmony,Nissan is focusing its efforts on three areas.Through these initiatives,Nissan aims to empower journeys as well as society.Three focus initia

86、tivesWe are incrementally increasing our investment in accelerating vehicle electrification and technological innovation.By fiscal 2030,we aim to introduce a total of 34 models of electric vehicles(EVs)covering all segments,and to increase model mix of electrified vehicles to more than 60%globally.1

87、Accelerating electrified mobility,offering diverse optionsTranscending personal and location-related limitations,we are making mobility more accessible and innovative for all.2Increased accessibility through mobility innovationMobility will be used to create a global ecosystem that supports sustaina

88、ble and equitable transportation solutions,which are accessible to everyone,everywhere.3Global ecosystem for mobility and beyondIntegrated Report 202413Three focus initiativesOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBusiness Pl

89、an:The ArcLong-term vision:Nissan Ambition 2030Demonstration tests in Namie,Fukushima Prefecture.By further investing in new technologies such as ProPILOT driver assistance and connected car systems,we aim to create safer,more efficient,and personalized mobility solutions.Advanced autonomous vehicle

90、 technologiesNissans unique EV production hub,EV36Zero,will be expanded in key regions including Japan,China,and the United States.Combining mobility and energy management,we plan to build an ecosystem that integrates production and services.EV36ZeroWe are utilizing expertise developed over the past

91、 10 years by 4R Energy,a joint venture between Nissan and Sumitomo to develop end-of-life solutions for electric vehicle batteries.We aim to facilitate a secondary battery circular economy through the reuse,refabrication,resale,and recycling of batteries.Building a sustainable cycle for batteriesNis

92、san will develop a distributed energy model that improves the attractiveness of EVs and contributes to stabilizing the balance between the supply and demand of electricity.In addition to Blue Switch,a program that resolves local issues through the use of EVs,in 2024 we launched Nissan Energy Share,a

93、 service in which EVs supply electricity to households and communities.Vehicle-toeverything(V2X)We are promoting the in-house development of all-solid-state batteries(ASSBs),which contribute to improved EV safety and efficiency as well as lower costs,and we aim to bring EVs powered by Nissan ASSBs t

94、o the market by fiscal 2028.Evolved all-solid-state batteries(ASSB)Worldwide,we aim to realize new mobility services,including an on-demand automated vehicle dispatch service we plan to launch in fiscal 2027.We are conducting demonstration tests in Namie,Fukushima Prefecture.Since the Great East Jap

95、an Earthquake of 201 1,we have been involved in reconstruction work as well as sustainable urban development for the future.New mobility servicesBy fiscal 2027Investment inelectrification2 trillionNew electrifiedmodels40%*Model mix ofelectrified vehicles 60%*Model mix ofelectrified vehicles EV lineu

96、p expansionBy 2026By 2030By fiscal 2030Accelerating electrified mobility,offering diverse options1Increased accessibility through mobility innovation2Global ecosystem for mobility and beyond3Launch34*electrified modelsIntroduce next-generation ProPILOT with door-to-door autonomous driving technology

97、We aim to get even closer to the goal of zero-fatalities with a system that integrates active safety and AI technologies16*By offering a diverse range of electrified vehicles through 2030,Nissan will contribute towards the proliferation of EVs worldwide and realize decarbonization.Batteryminiaturiza

98、tionShortening chargingtimes by one-thirdsReducingbattery costs*Updated figures from the business plan The Arc,announced in March,2024Operational under a wide temperature rangeImproved stabilityLong-life and resistant to deteriorationIntegrated Report 202414DRIVE VALUEFY24-FY26Nissan NEXTTRANSFORMNi

99、ssan Ambition 2030REALIZE VISION Positioning of The ArcNissans new business plan,The Arc,builds on the transformations achieved by the Nissan NEXT transformation plan.It serves as a bridge to the Companys long-term vision,Nissan Ambition 2030,while indicating its path to the future.The new plan is a

100、 statement of our intention to continue moving forward and enhancing our ability to flexibly adapt to the ever-changing market environment.Nissan will speedily and steadily implement the plans set forth in The Arc,thereby enhancing corporate value and competitiveness,while achieving business growth.

101、Business Plan:The ArcOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBusiness Plan:The ArcLong-term vision:Nissan Ambition 203015Integrated Report 2024NEXT achievements and issuesMAKETRANSFORMENSUREFORGECAPTUREMAINTAINMore profitable

102、and accessible EVs with a balanced ICE-EV portfolioManufacturing and build resilient supply chain to prepare for EV transition Value-led volume growth with tailored regional strategy for evolving customer needsSupplementary partnerships to fill strategic gapsNew revenue opportunities throughout the

103、entire vehicle lifecycleFinancial discipline to deliver shareholder returnOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBusiness Plan:The ArcLong-term vision:Nissan Ambition 2030 Cut production capacity by 20%Reduce our product port

104、folio by 20%Launch 12 new models ahead of schedule Improve sales quality Reshape the alliance Product portfolio renewal Solid profitability Improved cashflow Investments for the future Enhanced partnerships Resumed dividend paymentsNISSAN NEXTachievementsNissan NEXT roadmapResolve legacy issues to t

105、ake Nissan into the futureFoundationRationalizeRight-sizingproduction capacityStreamlining productportfolioFixed Cost reductionPrioritize&FocusCore MarketsCore ProductsCore TechnologiesOur DNA/Our Culture/Our focus on Quality&CustomerLeverage the Alliance new business modelStrengthen business partne

106、rshipsShift in focus:volume to valueBuilding a strong foundationfor the futureUnder Nissan NEXT,a four-year business transformation plan launched in 2020,we have promoted efforts to rationalize,prioritize,as well as focus on and invest in the future.Our aim is to ensure sustainable growth and stable

107、 earnings.So far,we have achieved a 20%reduction both in production capacity and our product portfolio.This has resulted in cost optimization.Further,by prioritizing and sharpening our focus,in core markets we have launched 12 core models,including the Nissan Ariya and Nissan Sakura.We have also ext

108、ended ePOWER to B-segment small cars and C-segment medium-sized cars.In addition,we have invested in core technologies and promoted the development of electrification and advanced autonomous driving technologies.As a result,we have been able to maintain an operating profit,even while reducing sales

109、volume.Our focus on sales quality and financial discipline has enabled us to significantly improve profitability,with an operating profit margin of 4.5%in fiscal 2023,the final year of the NEXT plan.At the same time,environmental changes surrounding our business and the automotive industry as a whol

110、e are accelerating with ever greater speed.Amid tumultuous global conditions,the industry is being forced to rethink its approach,as various countries develop measures for vehicle electrification.Developmental competition among manufacturers is expected to intensify,with constant change now consider

111、ed the new normal in the industry.We recognize the need to change the way we approach our business and our awareness of issues.From senior management to individual employees,we all need to reexamine our existing way or work in order to promote more fundamental reforms.This requires that we promptly

112、rationalize production capacity and expand our product lineup,in cooperation with our partners.The Arc represents Nissans statement of intent to implement transformations based on our awareness of the issues we face.We will continue to provide value to all Nissan stakeholders by steadily implementin

113、g and realizing this plan.Moreover,we are building a strong foundation for the future through:To date,we have managed to:16Integrated Report 2024Steady growth,innovation and bases for our future MID-TERMTechnologyProduct portfolioSoftware servicesSmartpartnershipsBalanced portfolioVehicle costreduct

114、ionEV competitivenessNew revenuestreamsPotential revenuein FY30Differentiated innovationsASSB launchNext generationProPILOT FinancialdisciplineOperating profitVolume growth in major marketsSales volumeincrease1M units6%+-30%2.5TJRYFY28FY27BY FY26BY FY26BY FY26MID-TERMEnsure volume growth through tai

115、lored regional strategy and prepare for EV transitionMID-LONG TERMEnable EV transition and realize long-term profitable growthnew ICE models newelectrifiedmodels1614Overview of The ArcOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBu

116、siness Plan:The ArcLong-term vision:Nissan Ambition 2030To achieve steady business growth,The Arc will accelerate preparations for the transition to vehicle electrification and increase sales volume by building a balanced product portfolio.At the same time,we will strengthen our market strategy by r

117、ationalizing production and supply chains in all regions,including the U.S.and China,to boost EV cost competitiveness.We will also promote sustainable business growth by leveraging partnerships in each business area and market to supplement strategic gaps.We consider this to be a critical period for

118、 further ensuring the realization of Nissan Ambition 2030.END OF FISCAL 2026 TARGETSAnnual sales increase of 1 million units;operating profit margin above 6%Launch of 30 new models16 electrified,14 internal combustion 17Integrated Report 2024MODEL MIXe-POWERPlug-in hybrid(PHEV)ICEEVe-POWER Plug-in h

119、ybrid(PHEV)ICEEV78%13%9%60%20%20%4MODELSFY246MODELSFY255MODELSFY26FIRSTGENSECONDGENNEXTGENMARKET EXPANSIONcumulative salesJAPANASEAN&EUROPECHINALATAM1.2 MMODELS2433211USlaunchmorepowerbetter fuelefficiencycostreductionPlug-in hybrid(PHEV)e-POWEREVBY FY26new electrified models16861323105431515 of 30B

120、Y FY26new ICE models new electrifiedmodels1614BETTERPERFORMANCECost paritywith ICE byFY26e-POWERNew models to be developed by strategic partnersPrepare for volume growth,transition to EVs with region-specific strategiesMEDIUM-TERMBY FY2660%Renewed and reinforced ICEpassenger car line-upOverviewCEO M

121、essageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBusiness Plan:The ArcLong-term vision:Nissan Ambition 2030 Balanced product portfolioBy the end of fiscal 2026,Nissan will launch 16 new models of electric vehicles(EVs),namely,battery electric vehic

122、les(BEVs),e-POWER system vehicles,and plug-in hybrid electric vehicles(PHEVs),as well as 14 new ICE models.In building a balanced product portfolio with a roughly 50-50 split,we will provide customers with a range of options that meet diverse needs.We will also adapt to the varying pace at which ele

123、ctrification is adopted in regions and markets worldwide.We expect to introduce 34 EV models between fiscal 2024 and fiscal 2030,covering all market segments.The global electric vehicle model mix should thus increase to 40%in fiscal 2026,and 60%in fiscal 2030.ICEvehiclesIn the mid-term,we will renew

124、 our ICE line-up to ensure volume and profitability.In FY24,we will launch all-new versions of the INFINITI QX80 and the Nissan Murano,Patrol/Armada and Kicks.This will be followed by a series of launches during the period.In FY24 we have two new EVs,while FY25 will have two EVs,one e-POWER and one

125、PHEV.In FY26,overall,we will have 10 new electrified models.In total,there will be 16 new electrified models in the mid-term.StrategicpartnersIn fact,half of the 30 new models will be developed by our partners 10 within the Alliance and five by Dongfeng Nissan in China.e-POWERSince launching e-POWER

126、 in Japan,we have steadily expanded to new markets and have reached 1.2 million vehicle sales this fiscal year.Our next milestone will be the launch in the U.S.in FY26.We have also improved efficiency over these generations.Compared to the 1st generation,the 3rd generation will have 20%more power,10

127、%improved fuel efficiency-and yet 20%reduced cost.This will enable us to attain cost parity between e-POWER and ICE by FY26.Electrifica-tion18Integrated Report 2024CUSTOMER ENGAGEMENT200M USDall-new models7Capture73%8SALES INCREASECapacityoptimizationBUSINESS EFFICIENCY ENHANCEMENTJAPANASEANNEW BUSI

128、NESSOPPORTUNITIESSALESINCREASEtransformationRamp upMIDDLE EASTall-new SUVs A-segment ICEand C-segment EV5IntroduceEUROPEall-new modelsEV passenger vehicle sales mix by FY263rd gen e-POWERLaunch40%6OCEANIAC crossover EVall-new pick-up1 tonIntroduceall-new models8ExpandMEXICOe-POWERall-new models6Expa

129、ndSOUTH AMERICAe-POWEREnhanceFull-scaleExpandconnected servicesEnrichPRODUCT OFFERINGPRODUCTOFFERINGPRODUCTOFFERINGPRODUCT OFFERINGCANADALaunche-POWERUSLaunch78%e-POWER&plug-in hybrid(PHEV)modelsrefreshed passenger model line-up for Nissaninvestment in integrated customer experience in US new busine

130、ss andrevenue opportunitiesOngoing production capacity optimization with partnersunits to achieve1-million-unit salesin 2026refresh of Nissan branded model line-upnew energy vehicles(NEV)including 4 Nissan-branded modelsPRODUCT OFFERINGrefresh passenger model line-upall-new modelsof passenger modell

131、ine-up to be electrified 80%570%+90KNew revenueopportunities INDIAunit level aimed for exports100Kall-new models3AFRICAA-segmentICE vehicleall-new SUVs2ExpandM&Sunits1M+200Kunit level aimed forexports from 2025100Klaunch of energy management,utility services,recycling and reuse of batteriesmobility

132、services using Nissans autonomous driving techto achieve 600,000-unit sales in FY26model line-up withEV and e-POWERCUSTOMER ENGAGEMENTNew models30%+Operating profit6Prepare for volume growth,transition to EVs with region-specific strategiesMEDIUM-TERMSales volume increaseOverviewCEO MessageSustainab

133、ilityBusiness StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBusiness Plan:The ArcLong-term vision:Nissan Ambition 2030 Sales volume growth in major marketsNissan plans to introduce innovative technologies aimed at responding to strong demand for SUVs and pickup trucks in th

134、e U.S.;tightening environmental regulations in Europe;and he Companys goal of becoming the EV leader in Japan.By implementing strategies tailored to conditions and needs in each country,Nissan will steadily increase sales volumes and promote the shift to electrification in major markets.Through thes

135、e measures,we aim to launch a total of 30 new models by the end of fiscal 2026;increase our global sales volume by 1 million units per year;and achieve an operating profit margin of more than 6%.We will introduce seven all-new models in the U.S.and Canada,and completely remodel 78%of the Nissan pass

136、enger vehicle lineup.Thereby,we can expect to achieve a 330,000-unit increase in cross-regional sales to the U.S.,Canada,Mexico,and South America.In the U.S.,we will invest$200 million in an integrated customer experience.At the same time,we expect to create new,cross-regional business and sales opp

137、ortunities.ChinaWe will renew 73%of Nissan-brand models and launch eight new-energy vehicles(NEVs).In addition to targeting annual sales of one million units,we will commence vehicle exports in 2025 with the initial aim of achieving sales of around 100,000 units.We will also work with joint venture

138、partners to rationalize production capacity.In Europe,we will launch six all-new models to achieve a 40%EV passenger vehicle sales mix In the Middle East,we plan to launch five new SUV models In India,we plan to launch three new SUV models In Oceania,we will market a one-ton pickup and introduce a C

139、-segment crossover EV In Africa,two new SUV models are to be launched We aim to increase cross-regional sales by 300,000 units over fiscal 2023 figures.Japan andASEANIn Japan,we will renew 80%of our passenger vehicle lineup,70%of which will comprise electrified vehicles.In addition to the provision

140、of Nissan Energy Sharewhere EVs act as mobile storage batteries to supply homes and society with electricitylaunched in March 2024,we will introduce products and innovative technologies that will further enhance the appeal of EVs.We thus expect to become the leader in electrification,with a goal of

141、selling 600,000 units annually.In the ASEAN region,we will enhance our model lineups with EVs and e-POWER.Initiatives through fiscal 2026 in major markets:U.S.,Canada,Mexico,South AmericaAfrica,Middle East,India,Europe,andOceania(AMIEO)19Integrated Report 2024WITH PARTNERS INCLUDINGPRODUCT PORTFOLIO

142、ACROSS MARKETS AND DOMAINSMaximize Ampere collaborationEUROPEOptimize China assetsCHINAExplore new partnershipsJAPAN&USLeverage the Alliance LATAM,ASEAN&INDIATECHNOLOGYSOFTWARESERVICESEUROPE25GWh 135 GWh CHINA40GWh US60GWhJAPAN10GWh AESC|CATL|VEJ|SUNWODAEnable transition to EVs;realize long-term pro

143、fitabilityMEDIUM TO LONG TERMOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBusiness Plan:The ArcLong-term vision:Nissan Ambition 2030 Smart partnershipsNissan leverages the technologies,product portfolios,and software services of di

144、fferent partners in different markets.We have complementary business relationships,covering each others strategy gaps across global markets.We will maximize our collaboration with Ampere in Europe to complement our own electrification strategy;fully optimize our China assets to meet the needs of Chi

145、na and beyond;and explore new partnerships in Japan and the U.S for future mobility initiatives.We will continue to leverage the Alliance in LATAM,ASEAN and India.One of the critical areas in EV is battery production capacity.Towards this,we will seek partnerships in our major markets.We will develo

146、p and source batteries in collaboration with the most suitable partners-including AESC,CATL,VEJ and Sunwoda-to ensure production capacity in each region.By FY30,we expect to have a total of 135 gigawatt hours of capacity for Nissan globally.EuropeNissan makes the most of its collaboration with Amper

147、e,the Renault Groups new EV and software entity in Europe,to market multiple EV models,including compacts.Latin America,ASEAN,India In collaboration with Renault,Nissan plans to launch a half-ton and a one-ton pickup truck in Latin America,by fiscal 2026.This will be in addition to an EV in the A se

148、gment In ASEAN,we will launch a next-generation one-ton pickup in collaboration with Mitsubishi Motors In India,Nissan and Renault will manufacture products based on a common family of modules,as we continue to leverage our extensive alliance assets to become a strong hub.Japan,U.S.In collaboration

149、with Mitsubishi Motors,Nissan is introducing electrified and ICE mini-vehicles in Japan,and PHEVs in the U.S.At the same time,Mitsubishi Motors will leverage Nissans EV assets.In addition,through a new collaboration with Honda,we are considering a strategic partnership in the areas of electrificatio

150、n and intelligence.Collaborative,High-Value-Creation Projects JAPANWITH MITSUBISHI MOTORSEUROPEW I T H R E N A U L TASEAN&OCEANIAWITH MITSUBISHI MOTORS GLOBALWITH MITSUBISHI MOTORSNORTH AMERICAWITH MITSUBISHI MOTORSLATAMW I T H R E N A U L TFuture Compact EV1st software-definedvehicleFurther collabo

151、ration on ICE/EV mini-vehiclesNext gen 1-ton pickup produced in MEXMitsubishi to utilize Nissan EV assetsPHEVINDIAW I T H R E N A U L TA-segment EV,CMF-A/B productsAlliance plant and engineering centerFuture models1-ton pickup for Oceania Next gen 1-ton pickup includingEV or PHEVCommon battery strat

152、egyA-segment EVHalf-ton pickup by Renault and one-ton pickup by Nissan20Integrated Report 2024The development horizontal relationshipsVEHICLE COST REDUCTION ROAD MAPAR IYANEXT-GEN EVCost paritywith ICE aimed forby FY30BatteryinnovationsNext-gen modularmanufacturingNissan FamilyDevelopmentPowertrain

153、integrationGroup sourcingE N D-T O-E N D S U P P L I E R I N T E G R A T I O NProductplanning Partsdevelopment VehicledevelopmentVehicleproductionDevelopment cost reduction for 5 modelsSTART OF PRODUCTIONEV150B JPY FY27CostMAINSUBSEQUENT MODELSShare knowledge Optimize processesBe innovative partners

154、Group sourcingShare infrastructure and costsKNOWLEDGECREATIONSTRATEGICINTEGRATIONAgileResilientCostoptimizedEND-TO-END SUPPLIER INTEGRATIONTransactional and negotiation-based approach Enable transition to EVs;realize long-term profitabilityMEDIUM TO LONG TERMOverviewCEO MessageSustainabilityBusiness

155、 StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBusiness Plan:The ArcLong-term vision:Nissan Ambition 2030 EV competitivenessNissan is adopting new approaches,including the development of multiple families of EVs,integration of power trains,next-generation modular manufactur

156、ing,group sourcing,and battery innovations.The objectives and pass points are designed to reduce the cost of next-generation EVs by 30%compared with the cost of the current Nissan Ariya,Nissans first zero-emissions SUV,and to bring the manufacturing cost of EVs to the same level as that of ICE vehic

157、les by fiscal 2030.ResilientsupplychainStarting now,we will develop smarter horizontal relationships with suppliers,bringing them into the process earlier.This will enable us to co-plan and co-develop,share costs and be innovative partners.Importantly,it will enable both sides to benefit from exchan

158、ge of knowledge,experience and skills,and optimization of processes.We will engage our suppliers in end-to-end process from product planning,parts development,vehicle development to production.This will involve group sourcing of high-quality common components across families of vehicles to reduce co

159、st-per-unit and increase our speed to market.Group sourcing driving efficienciesNissanFamilyDevelopmentFive models will be developed collectively as a family of vehicles.All vehicles can share a single,flexible platform that enables different body types.This approach standardizes upper body parts wh

160、ile keeping the uniqueness of each model.Next-generationmodularmanufacturingNext-generation modular manufacturing achieves significant automation and enables the production of next-generation EVs with a new structure.By adopting this production method,the vehicle production line can be shortened,red

161、ucing the production time per vehicle by 20%from FY27.PowertrainintegrationThe X-in-1 next-generation,integrated electric powertrain will reduce cost and size by 30%compared with 2019 levels by maximizing EV and e-POWER component sharing.3-in-1 will be first launched in a C segment crossover EV.Comp

162、ared to the Nissan Ariya,energy density will improve by 50%and quick charging time will reduce by 50%by 2028.lithium-ion batteryWe plan to reduce costs by 30%compared to lithium-ion batteries,with the Nissan Sakura as the base.Under our plan,we aim to develop and manufacture this battery in Japan an

163、d launch it first in a minivehicle in FY28.LFP batteriesBatteryinnovationOur next generation batteries will be tailored to the needs of different customer segments.Vertically integrated EV manufacturers that handle the whole process from product development to production and sales are on the rise an

164、d intensifying the competition.To enhance competitiveness in this environment,it is essential to deepen collaboration with highly specialized suppliers more than ever and build a resilient supply chain.A relationship of mutual trust as equal business partners is indispensable.By steadily implementin

165、g The Arc and growing together with our suppliers,we fulfill our responsibilities as an automaker and strive to create new value.Build trust with suppliers21Integrated Report 2024Safety Shield Concept:Nissans concept based on more than 20 years engaged in the development of driver assistance technol

166、ogies.https:/www.nissan- pilotline operationsTest proto-typecar on the roadAim to launch in new EVNote:Gradual adoption from starting yearSUNDERLANDEuropeCANTONUSOPPAMAJapanSMYRNAUSKYUSHUJapanTOCHIGIJapanTOCHIGIJapanDECHERDCANTONKYUSHUJapanUSUSUSSMYRNASUNDERLANDEuropeFY21FY21FY26FY25FY26FY28FY28FY30

167、Enable transition to EVs;realize long-term profitabilityMEDIUM TO LONG TERMTowards goal ofzero fatalitiesFuture ProPILOT For confident andfatigue-free driveProPILOT 2.0Camera and Radar sensing In-house control softwareGround truth perception with LiDARCloud-based AIFusion of active safety and genera

168、tive AI technologiesFY23FY27FY30Expanded to door-to-door drivingNext gen ProPILOTOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBusiness Plan:The ArcLong-term vision:Nissan Ambition 2030 Differentiated innovationsStrengthen developme

169、nt of ASSBsNissan is accelerating the development of its all-solid-state batteries(ASSBs),and aims to launch a new EV equipped with a game-changing,revolutionary battery in fiscal 2028.Vehicle IntelligenceTechnology Nissans ProPILOT aims to provide drivers with safe,low-fatigue driving,and to furthe

170、r improve automated driving technologies,bringing us closer to our goal of zero fatalities.Transition to EVsThe Nissan Intelligent Factory is a new factory concept that supports next-generation vehicle manufacturing with innovative technologies and contributes to the realization of carbon neutrality

171、.The concept,first implemented at the Tochigi Plant in fiscal 2021,will be expanded sequentially to major production bases around the world.The Nissan Intelligent FactoryNissans unique EV manufacturing hub,EV36Zero,will be progressively introduced at all major manufacturing sites.Nissan will further

172、 develop these innovations to enhance our competitive advantage.Transition to EVsEV36Zero22Integrated Report 2024Vehicle sales and customer servicesCar salesConnected servicesAftersales servicesCUSTOMER LOYALTY PROGRAMData basedtailored servicesFeatureson demandEV energyecosystem MobilityservicesE X

173、 P A N D T O W A R D F U T U R EPotentialrevenue by FY302.5TJPYFY24Aftersales retentionEntertainmentPersonalized CRM*Reward pointsCURRENTOFFERINGSFY23CURRENTOFFERINGSFY23EXPANSIONFY27EXPANSIONFY27SCALE UPFY24OVER-THE-AIR(OTA)On demand subscription OTA updatesSCALE UP TO ACHIEVE NEW REVENUEFY25SCALE

174、UP TO ACHIEVE NEW REVENUEFY25 Affordable bi-directional home charger and V2X service AI-supported charging management system Nissan energy storage system(ESS)for homeBUSINESS DOMAIN Usage-based insurance(UBI)Advertisement fleet serviceRESIDENTIALCOMMERCIALJapanUSEurope Intelligent route planning wit

175、h renewable energy network Seamless plug-and-charge service Large Nissan ESS for commercial facilitiesNEXT GENERATIONMOBILITY SERVICEENERGYMANAGEMENT SERVICE*Customer Relationship Management Vehicle-to-Home,Vehicle-to-Grid FOT (Field Operating Test)CURRENTOFFERINGSFY23EXPANSIONFY27JapanUSEurope Vehi

176、cle-to-Business ESS FOT Public charging servicesNew business initiative with Mitsubishi Corporation in JapanMobility for all anytime,anywhereRenewable energy utilizationElectricity for resilienceElectricity peak shiftEnable transition to EVs;realize long-term profitabilityMEDIUM TO LONG TERMOverview

177、CEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBusiness Plan:The ArcLong-term vision:Nissan Ambition 2030 Creating new business opportunitiesWe are promoting various initiatives to realize free mobility for a greater number of people.One of

178、these initiatives includes collaboration with Mitsubishi Corporation to examine the commercialization of next-generation mobility and energy-related services utilizing EVs.Next-generation mobility servicesLeveraging its competitive advantage comprising more than 10 years of experience,Nissan plans t

179、o launch Nissan Energy Storage,a residential next-generation charge management and energy storage system.For commercial applications,we will expand the potential of batteries by offering seamless plug-and-charge and other servicesEV energy ecosystemNissan will gradually introduce and expand its over

180、 the air subscriptions,wireless vehicle software updates,usage-based auto insurance,and fleet-oriented services.Lifecycle management23Integrated Report 2024CAPEX+R&D(Electrification)CAPEX+R&D(ICE&others)7-8%Battery capacityinvestment 400B+By FY26Sales volume increaseUNITS1MOPERATING PROFITFY26%+6FY3

181、0%8FY20FY23FY24FY25FY26CAPEX+R&D for electrification 70%100%CAPEX+R&D ratio vs net revenue FY24-26Before M&A FY24-26FREE CASH FLOWPositiveDIVIDEND&SHARE BUYBACKTOTAL SHAREHOLDER RETURN RATIO 30%FY24-26NET CASH TARGET1T JPY levelSMART PARTNERSHIPSM&A for value creation*Excluding China78%Aim to mainta

182、in more than90%FY23FY26FY30 ONWARDStrict financial disciplineOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsValue Creation ProcessBusiness Plan:The ArcLong-term vision:Nissan Ambition 2030 Unit sales,operating profit marginNissan will maintain financial d

183、iscipline while promoting steady business growth,with the aim of a one-million-unit increase in global unit sales by fiscal 2026;an operating profit margin of more than 6%by fiscal 2026,and of more than 8%by fiscal 2030.Nissan is committed to enhancing shareholder returns and capital efficiency,as w

184、ell as continuously improving its financial performance and maintaining financial flexibility for future growth.Nissan recognizes that the companys PBR is falling short of its real potential at approximately 0.4x as of March 31,2024.During the preparation of the new business plan“The Arc”,management

185、 had in depth analysis and review of the financial key performance indicators such as operating profit margin,FCF,net cash as well into R&D and CAPEX expenditures.We believe the execution of the strategy and improvement of these fundamental KPIs are an important key to improve the market valuation o

186、f Nissan.Optimization of plant utilization ratioNissan will leverage the results of Nissan NEXT and maintain efforts to optimize factory utilization rates.At present,the global plant utilization rate,excluding the rate in China,is 78%.We aim to raise this to more than 90%by fiscal 2026,and to mainta

187、in it at more than 90%thereafter.Resilient,highly profitable performanceNissan will continue to provide value to all stakeholders,maintaining its positive free cash flow even after electrification investments have been made,and will aim to secure a total shareholder return of more than 30%.Combining

188、 share buybacks and dividends where the dividend per share is expected to gradually increase every year.Nissan is also considering new partnerships,and anticipates a one-time cash outlay for a new capital alliance.Even after these initiatives,we aim to maintain net cash at a healthy level of 1 trill

189、ion.R&D investment and CAPEXNissan will achieve a balance between R&D investment and CAPEX.Investments in electrification will be incrementally increased,with plans to reach more than 70%of the total by fiscal 2026.We plan to invest more than 400 billion in battery facilities.At the same time,we wil

190、l manage R&D investments and CAPEX to maintain them in the range of 7%to 8%of net revenue.24Integrated Report 2024Sustainability at NissanSustainability at NissanEnvironmental:Nissan Green Program 2030Environmental:FeatureSocial:FeatureSocial:Nissan Social Program 2030ContentsOverviewCEO MessageSust

191、ainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsSustainability is Nissans futureSustainability is relevant to virtually every area of our operations,meaning that all activities conducted at Nissan are deeply tied to the mindset of sustainability.With such a vast scope,we need a

192、systematic and strategic approach to ensure that each department is incorporating sustainability into their activities.Through internal and external stakeholder dialogue together with an analysis of risks and opportunities,we began by inspecting the countless societal issues in our world today and i

193、dentifying those most material to us in terms of the impact they have on both our business and on society.These top material issues include ones that require a companywide approach,such as respect for human rights and countering climate change.Representatives from relevant departments discuss these

194、issues at the Global Sustainability Steering Committee,which I chair.The committee follows each step of the process,from deciding on our course of action,monitoring our progress,and finally disclosing the results.Meanwhile,matters on environmental strategy development and policy decisions are discus

195、sed at the Global Environmental Management Committee,co-chaired by the CEO and myself.The outcome of these discussions is reported to top management and the board of directors,enabling them to make informed decisions.Furthermore,to realize sustainable conduct in our activities,we have established mi

196、d to long-term programs that consolidate our action plans for our various business areas.Our series of Nissan Green Programs(NGPs)throughout the past 20 plus years demonstrates our ongoing efforts to address environmental issues,with the ultimate goal of managing our environmental impact to a level

197、that can be absorbed by nature.In our fifth green program,NGP2030,we focus on climate change,resource dependency,and air quality&water as crucial areas.We will provide new and unique values to the world while advancing company-wide environmental initiatives such as aligning with the 1.5C scenario to

198、wards carbon neutrality,transitioning into a circular economy,and minimizing our impact on ecosystems.Meanwhile,we have been individually tackling a myriad of diverse societal issues.However,due to the rapid increase in complexity and diversity of these issues,we established the Nissan Social Progra

199、m 2030(NSP2030)to provide a framework to holistically manage and drive our activities across our business.The program is structured around six focus areas with special attention to our stakeholders,altogether aiming to establish Nissan as a people-centric company.We ensure that the human aspect is a

200、lways retained in our business activities.Both the NGP2030 and NSP2030 are integral components of our newly announced business plan,The Arc,which acts as a bridge to the fulfillment of our long-term vision,Nissan Ambition 2030.As a result,sustainability is fully woven into all our business activitie

201、s,whether new or preexisting.We must continue to consider those impacted by our actions,listen to them,exchange opinions within the company,and evolve our activities.This may result in seemingly inefficient ways to conduct business.However,businesses that are truly viable and sustainable over the lo

202、ng run steadily prepare for the future and not just focus on the short-term.To us,this is the roadmap for building a sustainable company that in turn leads to a sustainable society.While maintaining this mindset at the heart of our company,we will continue to optimize the ways we advance sustainabil

203、ity,working towards the realization of a cleaner,safer,and more inclusive world.Public interest in modern-day societal issues is heightening and there is very real concern regarding the state in which we will leave the world for future generations.This compels us,as a company,to consider at every tu

204、rn how we should address these issues.Nissans presence spans the globe,and for us to remain relevant and valued as a trustworthy company,it is essential that we consider the potential impact we have on all aspects of society,from the global economy and climate change to each individual customer,empl

205、oyee and business partner,and act proactively as needed.Our goal is to foster a better world through our actions,and we follow our corporate purpose of“Driving innovation to enrich peoples lives”throughout all planning and execution phases of our activities.For us,this is key for Nissan to be a valu

206、ed company.Building a sustainable businessThe launch of a new sustainability programNissans sustainability going forwardJoji TagawaSenior Vice PresidentChief Sustainability OfficerCSO MessageIntegrated Report 202425We assess global agendas by regularly analyzing market-trends,identifying expectation

207、s from society through dialogue with stakeholders that include investors,and studying the United Nations Climate Change Conference of Parties(COP),Sustainable Development Goals(SDGs),and risk reports published by the World Economic Forum(WEF).Clarifying societal and environmental issuesWe assess Nis

208、sans material issues by analyzing risks and opportunities from a global perspective.This perspective incorporates both efforts to achieve the Nissan Ambition 2030 long-term vision and the role of the automobile sector.Assessing material issues facing Nissan and the automobile sector as a wholeWe org

209、anize priorities based on risks and opportunities into a matrix to identify the value Nissan creates and determine how to enhance initiatives going forward.Then,we conduct an expert review to reflect the feedback provided.Prioritizing materialityWe report our materiality assessment including backgro

210、und information and the reasons for our selections to executives and the Board of Directors to reach a consensus.Reaching consensus among management and the Board of DirectorsSTEP1STEP2STEP3STEP4MaterialitySustainability at NissanEnvironmental:Nissan Green Program 2030Environmental:FeatureSocial:Fea

211、tureSocial:Nissan Social Program 2030ContentsOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContents Identifying MaterialityDefining Nissans priorities is essential for strengthening our sustainability strategy and realizing Nissan Ambition 2030.To this end,Nissa

212、n has analyzed the risks and opportunities we face.We have taken into account stakeholder concerns as well as latest trends such as on technological innovations and identified 21 material topics that is to be addressed on a company-wide basis.In the process of identifying material issues,we have ado

213、pted the concept of double materiality,thereby introducing the perspective of Nissans impact on the environment and society,in addition to the impact that society and the environment has on Nissan(particularly financial impact),which had traditionally been the main concern for investors.From these t

214、wo perspectives,we examine our corporate activities including its sustainability aspect,and determine the value created by Nissan and which initiatives to prioritize.The 21 topics identified are arranged in a matrix,with the vertical axis representing Nissans impact on,and value provided to,society

215、and the environment;the horizontal axis representing the impact that society and the environment has on Nissan.The 12 topics at the top of the vertical and horizontal axes have the greatest impact,and are designated as being the most critical.Each identified topic is incorporated into our business a

216、ctivities,serving to expand opportunities for collaboration,enhance our activities,and realize our corporate purpose.Nissan materiality matrixMateriality assessment process*No priority in categoryImpact on Nissan from society and the environmentNissans value/impact on society and the environmentHigh

217、Extremely highEngagement with stakeholdersPreservation of water,air and soilWellness andoccupational safety/healthRisk hedge for physical hazardsHuman resource developmentEcosystem service and biodiversityDEI(Diversity,equity and inclusion)Lifecycle managementPursue energy efficiencyEnvironmentalSoc

218、ialGovernanceTop 12 prioritized itemsProduct qualityExtremely highHighCommunity developmentGovernance,regulation and complianceInclusive mobility solutionsSupply chain managementSustainable resource managementHuman rightsVehicle electrificationRenewable energyVehicle safetyCleaner emissionsPrivacy a

219、nd data securityIntegrated Report 202426Nissan Green Program 2030EnvironmentSustainability at NissanEnvironmental:Nissan Green Program 2030Environmental:FeatureSocial:FeatureSocial:Nissan Social Program 2030ContentsOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataC

220、ontentsNGP2030Focus areas2030 goalsPillarRelatedmateriality issuesEnvironmental valuesContribute towards carbon neutrality of vehicle lifecycle through electrification of vehicles and innovation in monozukuriAdvancing circular economy by establishing a framework that maximizes vehicle usage as well

221、as efficient and sustainable usage of resources Minimizing impact on air quality through reduction of emissions from vehicles and corporate activities Promoting water usage reduction and water quality management with consideration to local issuesEstablish framework for identifying and explaining env

222、ironmental risks across the value chain,as well as improving environmental performanceSecure supply chain risk managementLifecycle(t-CO2/vehicle)Global-30%Manage Waste/Landfill4 regions*40%Maintain low levels Global-32.5%4 regions*-50%Global-52%Aim to achieve lifecycle targetsProduct(gCO2/km)Reduce

223、CO2 emissions in(vs.2018)MaterialSecure responsible sourcingEnhance Environment GovernanceWaterVehicleZero high-risk sitesAir QualitySupplierLogisticsR&D FacilityOfficeDealerManufacturing(t-CO2/vehicle)Enhance water risk management at manufacturing sitesReduce water usage at manufacturing sitesManag

224、e wastewater quality at manufacturing sitesExpand sustainable material(weight basis)Expand energy management functionEnhance management of vehicle emission including non-tail pipeSecure and integrate value-chain information(traceability)Technology development and adoptionEquipped rate to EV:100%(Jap

225、an,U.S.A.and Europe)Continue current activities(Paint shop)Comply with Nissan standard on In-Cabin VOCManage VOC at manufacturing sitesManage air quality in cabin Build and operate Carbon footprint etc.management system for corporate activities and parts production Secure supply-chain data reliabili

226、ty*4 regions:Japan,U.S.A.,Europe and China Vehicle electrification Renewable energy Supply chain management Community development Sustainable resource management Pursuit energy efficiency Lifecycle management Risk hedge of physical hazards Ecosystem service and biodiversity Vehicle electrification R

227、enewable energy Sustainable resource management Supply chain management Community development Ecosystem service and biodiversity Product quality Supply chain management Sustainable resource management Cleaner emissions Ecosystem service and biodiversity Preservation of water,air,soil Risk hedge of p

228、hysical hazards Governance,regulation&compliance Supply chain management Engagement with stakeholdersClimatechangeResourcedependencyFoundationAir qualityand waterIn 2002,Nissan announced the Nissan Green Program(NGP),our medium-term environmental action plan aimed at realizing our environmental phil

229、osophy:Symbiosis of people,vehicles,and nature.Since then,we have been working to attain our ultimate goal of reducing our environmental dependence and impact to levels that nature can absorb.In 2023,we launched the fifth generation NGP2030.Nissan is committed to further reducing its environmental i

230、mpact and creating value that has a positive impact on the environment to realize a sustainable society in harmony with nature.NGP2030:key issues,initiativesUnder NGP2030,recognizing issues of global concern and our materiality assessment,we have identified climate change,resource dependency,as well

231、 as air quality and water as key areas to focus on in our medium-to long-term environmental strategy.NGP2030 is a concrete action plan for implementing the environmental aspects of Nissan Ambition 2030,so that we might realize our Corporate Purpose.Under NGP2030,we will accelerate company-wide effor

232、ts to address climate change issues,including efforts to conform with the 1.5C scenario to achieve carbon neutrality,transition to a circular economy,minimize dependence and impact on nature and ecosystems,and strengthen Nissans business foundation,while at the same time working to create new social

233、 value.In addition,we will strive to co-create a sustainable society through dialogues with business partners and other external stakeholders to understand their needs and encourage them to change their behavior.Integrated Report 202427Estimated carbon tax on GHG emissions in 2030Impact on carbon ta

234、x ina single year:Approx.10 billionRisk:Expanded impact of carbon taxes2030 Carbon tax generated on CO2 emissions/per single yearIf corporate activities as of2018 are continuedIf initiatives to address environmentalissues are promoted through the NGPIncreased burden of energy costsNGP2030 CO2 reduct

235、ion targets for 2030(compared with 2018)ProductionProcurementFuel/electricity productionVehicle useRepurpose/reuseRecycleDisposal-30%(t-CO2/vehicle)GlobalCO2 reduction target for the entire life cycle of Nissan vehicles(material mining/manufacturing/component manufacturing)(parts manufacturing/vehic

236、le production)Logistics(in/outbound)Offices anddealershipsFeatureToward carbon neutrality throughout the entire lifecycleSustainability at NissanEnvironmental:Nissan Green Program 2030Environmental:FeatureSocial:FeatureSocial:Nissan Social Program 2030ContentsOverviewCEO MessageSustainabilityBusines

237、s StrategyCorporate GovernanceCorporate DataContentsAt the 21st Conference of the Parties to the United Nations Framework Convention on Climate Change(COP21),held in 2015,a framework was adopted to limit global warming to“well below”2C above pre-industrial levels,and efforts since to decarbonize hav

238、e advanced throughout the world.At COP26,held in 2021,the inclusion of the ambitious phrase“pursuing efforts to limit the global warming to 1.5C”led to calls for the further acceleration of decarbonization efforts.In 2021,Nissan announced its goal of achieving carbon neutrality across the entire lif

239、e cycle of its products by 2050.In addition,Nissans long-term vision,Nissan Ambition 2030,and business plan,The Arc,will accelerate the Companys efforts to reduce CO2 emissions from business activities.Plans include the expansion of electric vehicle production and mobility innovation,while building

240、an EV ecosystem.Further,under the Nissan Green Program 2030(NGP2030),Nissan has set its first lifecycle CO2 reduction targets.To fulfill our responsibilities as an automaker,Nissan will prioritize efforts to reduce CO2 emissions at its manufacturing plants as well as those emitted by its vehicles,th

241、ereby promoting initiatives consistent with the 1.5C target.Carbon neutrality by 2050A and A-scores in CDP Climate Change category*4 regions:Japan,the US,Europe,and Chinahttps:/www.nissan- with initiatives aimed at carbon neutralityNissan is participating in campaigns and initiatives aimed at achiev

242、ing full electrification and carbon neutrality.In 2021,in recognition of its environmental initiatives and interim targets for achieving carbon neutrality,Nissan became the first Japanese automaker with certified SBT.*We also endorsed the Business Ambition for 1.5C campaign,promoted by SBT certifica

243、tion body,Science Based Targets Initiative(SBTi).The organization aims to help limit increases in the average global temperature to 1.5C above pre-industrial levels.Also in 2021,Nissan announced its participation as the first Japanese automaker in the Race to Zero campaign,a global campaign supporte

244、d by the United Nations that aims to achieve zero carbon emissions by 2050.Through participation in these campaigns and its SBT certification,Nissan will work with like-minded companies and local governments around the world to resolve climate change issues and help realize a sustainable society.*Th

245、e Science Based Targets Initiative(SBTi)is a global organization that works with the CDP(prior to 2013 known as the Carbon Disclosure Project),the United Nations Global Compact,the World Resources Institute,the World Wide Fund for Nature,and other bodies to assist companies in setting ambitious emis

246、sions reduction targets based on the latest climate science.*Task Force on Climate-related Financial Disclosures.Established by the Financial Stability Board to consider how to disclose climate-related information and how financial institutions should respond.Information disclosure framework endorse

247、mentFor 1 1 years since fiscal 2013,Nissan has received A and A-scores in the Climate Change category designated by the CDP,an international non-profit organization that runs the global disclosure system that allows companies to measure and manage their environmental performance.We also received an

248、A rating in the Water Security category for five consecutive years,and achieved Leadership Level accreditation in both the Climate Change and Water Security categories.Evaluations by external organizationsNissan supports TCFD*recommendations and discloses information in line with the framework propo

249、sed by the TCFD.Through this disclosure,Nissan is gaining recognition from investors and other stakeholders for its awareness of,and efforts to address,climate change risks,and Nissan is incorporating knowledge gained through dialogues with stakeholders into its strategies and actions.In disclosing

250、information based on the TCFD recommendations,Nissan conducts scenario analyses,based on reports by the Intergovernmental Panel on Climate Change(IPCC),to help it understand the opportunities and risks posed by climate change.Further,we examine the resilience of our strategies.Most recently,we condu

251、cted an assessment of financial impacts based on a scenario analysis of the impact of carbon taxes.（g-CO2/km）-32.5%-50%Global4 regions*CO2 reduction targetfor vehicle usage(t-CO2/vehicle)-52%GlobalCO2 reduction targetfor productionTCFD content indexIntegrated Report 202428ResearchphaseFY18Proto-type

252、productionfacilityFY22Start pilotline operationsFY24Test proto-typecar on the roadFY26Aim to launch in new EVFY28Residential services(fiscal 2025)Commercial services(fiscal 2025)AI supported charging management system Affordable bi-directional home charger and V2X service Home energy storage systems

253、 Seamless plug-and-charge services Large energy storage systems Intelligent route planningAchieve carbon neutrality across product life cycle By 2050Electrifying every all-new vehicle offeringin key markets by early 2030sFeatureToward carbon neutrality throughout the entire lifecycleSustainability a

254、t NissanEnvironmental:Nissan Green Program 2030Environmental:FeatureSocial:FeatureSocial:Nissan Social Program 2030ContentsOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsto cover all segmentsFY24-30More energy-efficient electrified vehiclesRenewable energ

255、y-based EV ecosystemto aid distributed power systemsInnovative battery technology for competitive,efficient EVsBy 203060%34new electrifiedmodelsMore efficient use of energy and resourcesthrough innovative production technologiesGlobal modelmix of electrified vehicles Expanded electrified vehicles li

256、neupBattery innovationOver 400 billion planned for battery facilitiesWith partners to develop,procure batteries in main marketsIn fiscal 2027,Nissan to start expanding residential and commer-cial-use business and services in Japan,the US,and EuropeNissan Intelligent Factory and EV36Zero to boost Nis

257、sans competitive advantage 50%higher energy density 50%less quick-charging timeNCM lithium-ion batteries(fiscal 2028)Excellent cost performance Planned for installation in Kei-EVs in JapanLFP batteries(fiscal 2028)An expected game changer for EVs Pilot production line currently under construction at

258、 the Yokohama PlantAll-solid-state batteries(ASSBs)(fiscal 2028)Roadmap for ASSB implementationNissan plans to revamp its model mix of internal combustion engine and electrified vehicles.By fiscal 2030,EVs are expected to represent 40%of its global output,and electrified vehicles,including e-POWER a

259、nd plug-in hybrids,60%.Supports the manufacturing of next-generation vehicles with innovative technologies,contributing to the realization of carbon neutrality Launched at Tochigi Plant(Japan)in fiscal 2021;in 2026 start expansion to major production bases in Japan,the US,and EuropeEVs are equipped

260、with large-capacity batteries equivalent to several days worth of power consumed by an average household.Even when a vehicle reaches the end of its life,most batteries retain 6080%of their original capacity.The use of these batteries as power storage solutions will help stabilize and promote the spr

261、ead of renewable energy,the generation of which is difficult to control.Nissan is preparing to provide the following services as part of its planned EV energy ecosystem.EV energy ecosystemGlobal Nissan Intelligent Factories,EV36ZeroNissan Intelligent Factory The EV production hub combines mobility a

262、nd energy management to integrate manufacturing and services Launched at Sunderland Plant(UK)in fiscal 2021;set for fiscal 2025 launch at Tochigi Plant,and expansion to major production sites in Japan and the USEV36ZeroBattery innovations for cost-competitive and more efficient EVsDevelop a battery

263、ecosystem to supportdecentralized renewable energy generationGreater energy and material efficienciesduring the manufacturing processGreater energy efficiency of our electrified powertrainsIntegrated Report 202429 De-carbonized Ethically-sourced Non-toxic CertifiedSustainability RequirementsDesignPu

264、rchaseManufacturingBeyond mobilityNissan is making ongoing efforts to reuse and conserve resources from the design,procurement,and manufacturing phases,as well as to properly manage chemical substances and reduce the vehicle weight.In addition to using recycled materials in new vehicles,we are incre

265、asingly using recycled parts for customer repairs and replacements,as well as promoting the secondary usage of EV batteries.As we focus on the sustainable use of resources,we are at the same time seeking to promote circulable materials for cases using new materials to secure future resource circular

266、ity.Nissan aims to ensure that their vehicles can be put to maximum use,whether they are used as mobility solutions for such new services as ride sharing,or as an energy source providing battery power to homes and society when not in use.MobilityTelematicsElectricPowerNGP2030 ObjectivesSustainable m

267、aterials ratio40%(Japan,U.S.A.,Europe,China)NGP2030 Objectives100%(Japan,U.S.,Europe)Materials that are notnewly mined resourcesNew materialsthat are circulableSustainable materialsResource circularity withless energyMaximizing use of vehiclesas resourcesRebuildReuseRepairConnectedConsideration ofre

268、use andresourceconservationRecycleRatio of new EVs with energy managementfunctionsFeatureRealizing a Circular EconomySustainability at NissanEnvironmental:Nissan Green Program 2030Environmental:FeatureSocial:FeatureSocial:Nissan Social Program 2030ContentsOverviewCEO MessageSustainabilityBusiness St

269、rategyCorporate GovernanceCorporate DataContentsWith the world population expected to exceed 9 billion people by 2050,demand for newly mined mineral and fossil resources is expected to increase,making it even more important to maximize the value of these resources.Sustainable management and the effi

270、cient use of natural resources,including newly mined resources,are one of the key objectives of the Sustainable Development Goals(SDGs)adopted by the United Nations in 2015.At Nissan,the Nissan Green Program 2030 aims to achieve zero dependence on newly mined resources in 2050 by incorporating the c

271、ircular economy concept to resolve this issue.We are developing both schemes that utilize resources efficiently and sustainably throughout their lifecycle,and new opportunities that make effective use of vehicles.Toward zero dependence on newlymined resourcesGreater use of sustainable materialsSusta

272、inable material long-term visionMaterials that are not newly mined resources and New materials that are circulable,which meet Nissans own sustainability requirements,are defined as sustainable materials.Nissan is promoting their use in new vehicles and replacement parts,with the goal of 100%usage by

273、 2050.20%32%NGP2030（%）1008060402002010202320302050Sustainablematerials40%Sustainablematerials100%Integrated Report 2024304R ENERGYRealizing a Circular EconomyLineup ofrebuilt partsLineup of reused partsNissan is working to develop a method of sorting and recycling of mixed plastics contained in shre

274、dder dust,generated during the recycling of end-of-life vehicles.Shredder dust recycling technologiesNissan Green PartsSecondary use of lithium-ion batteriesNissan operates a closed-loop recycling system at production bases in Japan,the US,and Europe.There,aluminum scrap generated during manufacturi

275、ng is recycled into aluminum alloy sheets for automobiles again.To reduce the amount of newly mined rare earth elements used EV drive motors,we are developing highly efficient rare earth recycling and recovery technologies.Closed-loop recyclingElectric powertrain recycling technologiesFeatureRealizi

276、ng a Circular EconomySustainability at NissanEnvironmental:Nissan Green Program 2030Environmental:FeatureSocial:FeatureSocial:Nissan Social Program 2030ContentsOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsResource circularity with less energyMaximizing

277、use of vehicles as resourcesUsing Nissans energy management technology,while keeping track of a vehicles usage schedule and battery state of charge in real time,the timing of charging and discharging is autonomously controlled without compromising vehicle convenience.This system is unique to Nissan,

278、which has a thorough understanding of how vehicles are used.The system maximizes the value of EVs by making effective use of electricity,such as peak shifts and cuts,while also helping to reduce CO2 emissions through links with renewable energy sources.RecyclingReuse,refabricationRepairsNissan Energ

279、y ShareParts collected from end-of-life vehicles and those parts replaced during repairs are cleaned,reassembled,quality checked,and sold under the trade name Nissan Green Parts.Used lithium-ion batteries are reused in a wide range of energy storage solutions.Established in September 2010 as a joint

280、 venture with Sumitomo Corporation,4R ENERGY is working to enable high-performance lithium-ion batteries to be put to secondary use by reusing,refabricating,reselling,and recycling them.SupplyChargingThrough electrification and connected car technologies,Nissan is promoting new mobility services,suc

281、h as ride sharing and the use of vehicles as energy sources,thereby using vehicles to expand services that connect people and society.Vehicle repairs,reuse,and rebuilds involve reusing parts and units whenever possible,while recycling involves the circulation of materials.With a view to achieving re

282、source circularity with less energy,Nissan promotes the reuse of resources at inner circulation loops.Further,even when we do use new resources,we make efforts to use circulable materials that have a minimal environmental impact.New technologies such as opposite die-less molding,which allows body pa

283、nels to be formed without the use of dies,and 3D printers make it possible to keep producing parts required for after-sales service,as well as to repair parts of older models,which require high-mix,low-volume production.This enables us to extend the cars lifetime further,and helps reduce waste.Nissa

284、n will utilize Namies renewable energy power generation facilities,bidirectional chargers,EVs&secondary batteries and NIssans charging/discharging control systems to promote local production of clean energy for local consumption,as well as the reduction of CO2 emissions.Mobility servicesEnergy manag

285、ementUrban development using mobility and energyIn the Namie Smart Mobility trial project conducted in Namie,Fukushima Prefecture,Nissan aims to provide residents and visitors with sustainable flexible transportation by building a public transport network utilizing EV and connected technologies.6:00

286、9:0012:0015:0018:00EVs dischargeEVs charge21:0024:00Peak electricityconsumption Electricity demand in officesTimeIntegrated Report 202431SocietyNissan Social Program 2030ContentsOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsSustainability at NissanEnviro

287、nmental:Nissan Green Program 2030Environmental:FeatureSocial:FeatureSocial:Nissan Social Program 2030NSP2030Focus areasSocial value2030 goalsHumanrightPower of EmployeesRelatedmateriality issuesSafetyReduction of traffic accidents and related casualties,contribution to building a safe and secure soc

288、ial systemInvest in new technologies,such as autonomous driving and connected car systems,to create safer,more efficient,and more personalized mobility solutions Vehicle safety Inclusive mobility solutionsQualityCustomer satisfaction and product safety/qualityAchieve top-level quality*3,defect aim z

289、ero and no compliance issue Product qualityIntellectualpropertyEfficient/effective promotion of innovation through IP Ecosystem for coexistence and co-prosperity of human,society and the earthContribute to solving social issues by promoting IP activities with others to foster innovation(IP ecosystem

290、)Vehicle safety Inclusive mobility solutions Product qualityResponsiblesourcingPromotion of respect to human rights,and reduction and prevention of negative impact to human rights in supply chainEstablish human rights due diligence system in supply chain to aim for“No human rights violation”Supply c

291、hain managementCommunitiesProvide learning opportunities,support disaster-affected areas,and address social issues faced by the communityContribute to solving social issues through“Nissan-ness”as well as to empowering youth and children in communities Community developmentEmployeehuman rights Cultur

292、e of respect for human rights,specific rules development and promotion of penetration.Protection of individual dignity and status,empowermentRespect human rights to realize“People centric”Human rightsDiversity,equity,&inclusionFoster a diverse and inclusive environment where we value and respect emp

293、loyees to drive innovation in automotive products and services that enrich peoples livesRealize an inclusive and exciting Nissan that values uniqueness DEI(diversity,equity,and inclusion)Enhance individuals employability Nurture individuals who are prepared for rapid and significant societal changes

294、(enhance adaptability of individuals)Develop a highly skilled and motivated workforceLearning&development Human resource developmentHealth&safety Reduction of burden on medical institutions Increased productivity for society as a whole Increase people who work safely,securely and in good health Real

295、ize a company that can work lively Wellness and occupational safety/healthMake Nissan a great place to work in which all employees feel empowered,supported,and can be their authentic selves,in order for them to realize their full potentialNissan has formulated the Nissan Social Program 2030(NSP2030)

296、in order to create corporate and social value.It is doing so by incorporating in its business activities priority efforts that target social issues identified in the Companys materiality assessments.Through innovative and inclusive initiatives,NSP2030 serves as the foundation of our business plan,Th

297、e Arc,and contributes to the realization of our long-term vision,Nissan Ambition 2030.Nissan aims to be a people-centric company,growing together with its employees,local communities,partners,and broader society while creating corporate and social value.By making a greater effort than ever to addres

298、s social issues,we will achieve sustainable business,fulfill our mission of helping to create a better society for future generations,and have a positive impact.NSP2030 priority areas and initiativesUnder NSP2030,based on materiality assessments,we are promoting initiatives in six areas:Safety,quali

299、ty,intellectual property,responsible sourcing,communities,and the power of employees.Nissan has always valued people and made respect for human rights a cornerstone of management.This respect is at the heart of all of our activities,including the six priority areas of NSP2030.In each area,we set goa

300、ls and devise action plans*1 for 2030,as well as clarify the social value that can be provided by implementing the program.The power of employees to influence the company rests on four main areas:human rights;diversity,equality,and inclusion;learning and development;as well as health and safety.Refl

301、ecting the power of staff in these areas,a number of activities are being promoted in conjunction with HR Ambition 2030,*2 a human resources strategy aimed at maximizing human and organizational capabilities.*1 For action plans in each area,please click here*2 Specific details regarding HR Ambition

302、2030 are introduced on P.33 *3 Top 3 in each market in product and sales&service qualityIntegrated Report 202432Main activities under the 5 areas of HR Ambition 2030FeatureHuman Resource StrategyContentsOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsSusta

303、inability at NissanEnvironmental:Nissan Green Program 2030Environmental:FeatureSocial:FeatureSocial:Nissan Social Program 2030*An environment that supports employees motivation and a comfortable working environment where employees are able to demonstrate their abilities.*Buy(recruitment)/Build(devel

304、opment)/Borrow(utilization of external human resources)We have monitored employee engagement through our annual Global Employee Survey since 2005.We aim to improve employee well-being by providing a flexible work-life balance while also working to enhance compensation and benefit plan competitivenes

305、s In January 2024,we formulated“OUR PROMISE”as our Employee Value Proposition(EVP).Based on the core concept“We Care,We Grow,We Drive,”we clarified our 4 values:“Making a difference for our environment and society,”“Wellbeing&recognition that enrich your life,”“One Team Spirit uniting us across cult

306、ures,”and“Opportunities to dare&learn.”We are advancing initiatives that put these values into action We are advancing reskilling and upskilling in R&D through globally common training programs In the R&D department,we have set a goal of hiring more than 3,000 new engineers in advanced technology ar

307、eas,hiring approximately 1,400 people by the end of fiscal 2023 In other departments as well,we are advancing 3B*measures to ensure that we have the necessary talent and skills that would become critical in the futureNurture core skills and talents to deliver electrified vehicles,new mobility servic

308、es and technology innovations We will strengthen the pipeline for developing future leaders We formulated the“Nissan Leadership Way”(see P.35)and are carrying out various initiatives to spread this globally We will further enhance the contents of“Nissan Charge,”a globally common comprehensive traini

309、ng program,and encourage employees participation3Leadership effectiveness Develop a collaborative and empathetic leadership to empower our people for“Nissan Ambition 2030.”We are identifying priority areas for corporate culture transformation and promoting improvement activities As our new initiativ

310、e to promote corporate culture transformation,we have launched“OUR NISSAN”(see P.35).Through this,we will foster a culture unique to Nissan with an eye toward the future of mobility,ultimately fulfilling our corporate purpose We are conducting activities such as the“New Business Contest”and“New Valu

311、e Co-Creation”which seek ideas that generate new value towards the future,as well as solve societys and Nissans issues24Skills driven managementCulture transformation&InnovationEnhance innovation through our DNA,“Do what others dont dare to do,”by promoting Enablement*and Engagement.We are fostering

312、 a corporate culture that promotes DEI on a global scale by providing various types of training,offering opportunities for an open communication,and building an inclusive leadership In order to provide fair opportunities for all genders,we are promoting gender diversity and initiatives related to LG

313、BTQ+,as well as supporting a balanced lifestyle between work and private,which in turn would build an environment in which employees from various backgrounds can maintain a high level of motivation and proactively participate in business activities In Japan,we established Employee Resource Groups(ER

314、Gs)in four areas:Gender,LGBTQ+allies,Multiculture,and Working Parents.We are building a truly diverse,equitable and inclusive working environment,ensuring that everyone is valued and respected.Activities are being implemented in other regions as well,taking into account each of their unique environm

315、ent and circumstances5Diversity,Equity,and Inclusion(DEI)Sustain Diversity as Nissans strength and accelerate to build Equity&Inclusion in the workplace.Nissan considers Human Resources as a key to realizing our corporate purpose and long-term vision,Nissan Ambition 2030.We have established the Niss

316、an Way,a company-wide set of values and action guidelines,and have integrated the mindset of“The Power Comes from Inside”throughout our global operations.We believe that,by maximizing our employees strengths,not only will our business simply grow,but it will lead to strengthen our value as a company

317、.Our human resource(HR)strategy,HR Ambition 2030,established to realize the vision of Nissan Ambition 2030,aims to maximize the power of employees and underpins our corporate purpose.On the basis of this strategy,Nissan is committed to fostering a corporate culture in which both the company and its

318、employees evolve together and where all employees can learn on their own initiative as well as demonstrate their abilities and realize their potential.Furthermore,Nissan is building a mindset in the workplace whereby each individual takes ownership of their own career and develop their own skills,wh

319、ile at the same time actively collaborating with others and strengthening teamwork.Five pillars of the HR strategyUnder HR Ambition 2030,we are promoting initiatives focused on five pillars established to address these six megatrends:increase in unpredictability and uncertainty,increased importance

320、of ESG/SDGs in business,advancement in digital technologies,changes in the labor demographics and market,accelerated diversification of values,and diversification of work style1Enhanced employee experienceAttract,engage and retain diversified/core skill talents to ensure Nissans sustainable growth.P

321、olicies and philosophyIntegrated Report 202433FeatureTransforming Our Corporate CultureContentsOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsSustainability at NissanEnvironmental:Nissan Green Program 2030Environmental:FeatureSocial:FeatureSocial:Nissan S

322、ocial Program 2030 Efforts to transform our corporate cultureIn 2019,the corporate governance structure was overhauled when the CEO established the Corporate Culture Transformation Department.Our corporate purpose was established and Nissan Way was redefined.Since 2005,Nissan has been monitoring emp

323、loyee engagement by means of an annual Global Employee Survey.Analyzing recent survey scores together with some 90,000 voluntarily submitted comments,we have identified five key categories in fiscal 2021 and since then we have been working to improve them.A leader was assigned to each category and i

324、mprovement activities have been underway since 2021.A survey conducted in February 2024 showed an improvement of 2 points in the engagement score compared to the previous year.Scores have been steadily improving in five key categories.BackgroundThe global environment surrounding Nissan is constantly

325、 changing,and so are our customers and their needs.In order to swiftly and flexibly respond to the changes in the business environment,it is crucial that we transform our corporate culture,not only to realize our corporate purpose and long-term vision“Nissan Ambition 2030,”but to become a truly sust

326、ainable company that is regarded as an essential member of society by all stakeholders.Nissan has continuously worked to foster a corporate culture over the years.We have found that for Nissan to improve upon its strengths and advance transformation to continue to be essential in the eyes of our cus

327、tomers and wider society,it is crucial that each employee recognize corporate culture transformation as a personal endeavor as much as it is a company-wide,group effort.We as a company need to keep evolving,and this is only possible once employees view change in a positive light,reacting nimbly with

328、in an uncertain environment.Engagement Score 0204060806720216920222023StructureFive priority areasDecisionProcessDigitilizationCorporateethicsLeadershipCorporateculture,Nissan Way,Safe MindsetDiversity,equity,and inclusion.EnablementExecutive CommitteeExecutive SponsorReport71Integrated Report 20243

329、4FeatureTransforming Our Corporate CultureContentsOverviewCEO MessageSustainabilityBusiness StrategyCorporate GovernanceCorporate DataContentsSustainability at NissanEnvironmental:Nissan Green Program 2030Environmental:FeatureSocial:FeatureSocial:Nissan Social Program 2030 The launch of OUR NISSANIn

330、 January 2024,we launched“OUR NISSAN”as an initiative to further promote our corporate culture transformation.“OUR NISSAN”provides employees with a roadmap towards embodying Nissans values as well as building a rewarding work environment.Based on the three pillars that make up Nissans corporate cult

331、ure:“Nissan Way”,“Nissan Leadership Way”,and“OUR PROMISE”,each employees decision-making and actions as well their overall approach to work are aligned with Nissans shared values.This will allow for greater consistency across various initiatives and will unite the workforce towards the transformatio

332、n of our corporate culture.Promoting OUR NISSANCorporate culture is not something that is transformed overnight.It requires the concerted effort of the global workforce,with each employee recognizing the significance of their role in shaping the work environment around them,ultimately building an id

333、eal workplace culture.In promoting corporate culture transformation,various initiatives have been carried out across the company and in all functions.We plan to set key performance indicators(KPIs)to measure progress toward our goals,to share the progress with our employees and to create opportunities to obtain feedback from them,so that all employees are fully on board and involved in the process