SR20 E All

SUSTAINABILITY REPORT 2020
Corporate Purpose / Nissan's Contribution

Contents CEO Message CSO Message Sustainability at Nissan The Alliance
ESG Highlights to the SDGs
Environmental Social Governance ESG Data Editorial Policy GRI Content Index Quick Guide For Investors
CONTENTS
CEO Message …………………………………………………………………… 002 ESG Data ………………………………………………………………………… 210
CSO Message …………………………………………………………………… 007 Corporate Overview ………………………………………………………… 211
Corporate Purpose / ESG Highlights ……………………………………… 011 Environmental Data …………………………………………………………… 213
Sustainability at Nissan ………………………………………………………… 025 Social Data ……………………………………………………………………… 233
Nissan's Contribution to the Sustainable Development Goals ……… 038 Governance Data ……………………………………………………………… 239
The Alliance ……………………………………………………………………… 043 Editorial Policy …………………………………………………………………… 241
Environmental Social Governance

Environmental Policies and Philosophy … 046 Social Policies and Philosophy …………… 112 Governance Policies and Philosophy …… 190
Climate Change ……………………………… 056 Human Rights ………………………………… 114 Corporate Governance ……………………… 191
Air Quality ……………………………………… 083 Diversity and Inclusion ……………………… 118 Risk Management ……………………………… 199
Resource Dependency ……………………… 087 Traffic Safety …………………………………… 131 Compliance …………………………………… 201
Water Scarcity ………………………………… 096 Product Safety and Quality ………………… 142
Third-Party Assurance ……………………… 100 Supply Chain Management ………………… 152
Strengthening Our Business Foundations … 102 Human Resource Development …………… 160 GRI Content Index …………………………… 244
Labor Practices ………………………………… 165 Quick Guide For Investors ………………… 251
Employees' Health and Safety ……………… 171
Community Engagement …………………… 175
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NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 001

Driving Innovation to Enrich

People s Lives
Nissan Motor Co., Ltd. President, Chief Executive Officer
Nissan is transforming its business, its governance, and its culture. This is taking place
amid dramatic changes in the auto industry, people s lifestyles, and society. In these
tumultuous times, Nissan is reaffirming the spirit that has driven the company since its
founding, and which remains at the heart of its corporate purpose: doing what others
don t dare. In this interview, CEO Makoto Uchida talks about the company s purpose
and the role Nissan aims to serve in society:

Be an essential part of society

Q: The markets are undergoing tremendous changes. The automotive industry is amid a once-in-a-century transformation, while the world faces the
impacts of COVID-19. What s your view on the current environment? And how is Nissan adapting?
A: Our industry is indeed going through transformational times. COVID-19 is it s critical to have a clear, global view of social issues. We must continue to
also having a tremendous impact both on people and on industries around drive innovations in R&D, products, technologies and services, and deliver
the world. As awareness of the social issues identified in the sustainable them as part of our corporate strategy.
development goals increases, the roles and social responsibilities of
companies are evolving. All companies need to make a profit, but beyond For decades, Nissan has endorsed the vision of enriching people s lives.
that, we re expected to connect with and contribute to society more than Recently, we ve reexamined the company s raison d etre and redefined how
ever. we can contribute to society.
Nissan has built and sold electric cars for the last 10 years. We ve also
developed advanced driver assistance technologies that make cars safer. As
we focus on further developing our technological excellence and know-how,
Driving Innovation to Enrich People s Lives

― Corporate Purpose of Nissan Motor Corporation ―

Nissan wants to continue being a partner in people s lives. We want to enrich their can enjoy a safe, quiet and comfortable journey anywhere with the Ariya,
lives not only when they re driving, but also beyond mobility. We want to provide which will go on sale in 2021. Between now and then, we will remind people
driving experiences that exceed our customers expectations. We want to provide of the electrification technologies and other values that the Ariya offers,
cleaner and safer mobility. And we want to be an essential part of society. which will lead the way as Nissan builds a new era of mobility.
Our all-new Nissan Ariya crossover EV, revealed in July, represents this sprit.
The Ariya combines electrification, advanced driver assistance technology,
and seamless connectivity. It delivers zero-emission performance. Anyone
Bring the power of each individual together

Q: You unveiled the Nissan NEXT business transformation plan in
May 2020. How will this plan define the company?
A: Nissan NEXT is our plan for ensuring that our performance recovers, and
for developing a strong foundation for sustainable growth and value creation.
Our aims are to ensure steady growth and profitability, to concentrate on
core competencies while enhancing the quality of our business and financial
discipline, and redefine Nissan s strengths in the new era. In short, Nissan
NEXT is a plan to bring the company back on a growth track. during the same period. Nissan is also introducing advanced driver
assistance systems in more models. These are two examples of our core
One part of our growth strategy is electrification. We expect Nissan s competencies that will contribute to society. In terms of performance
electrification ratio in Japan to increase from 25% to 60% by fiscal year recovery, we are enhancing operational efficiency through increased
2023. We aim to increase the ratio to 23% in China, and 50% in Europe, prioritization and focus, as well as maximum use of our Alliance assets.

There was a time in the past when our company put a primary focus on sales all our people to understand and practice our guiding principles. The most
volume. We now intend to ensure sustainable growth while contributing important challenge is to communicate with employees, agree on a common
to a sustainable society, rather than just pursuing growth through scale. direction, and motivate everyone.
At Nissan, people always come first. We want to enrich people s lives and
energize the world by delivering mobility, technologies and services for
people.
We have been working to reform our company culture since fiscal year 2019.
While we will continue to build on our core competencies and values, that s
not enough to put Nissan back on a growth track. We have to learn from
the past. We have to analyze the issues we ve faced and address them. As
part of this, we have adopted a three statutory-committee format, appointed
an independent outside director as chair of our board, and strengthened
the supervisory functions of the nomination, compensation, and audit
committees. We have done this to ensure solid corporate governance.
At the same time, we can t accomplish the necessary transformation just

by reorganizing or replacing the leadership team. We have to address our
challenges one step at a time. We also redefined the Nissan Way, our
15-year-old set of guiding principles and values that all our employees
across the globe share. We count on our employees to carry out the Nissan
NEXT plan and restore our company culture. We have to revisit the culture
and evolve in to agile organization that responds to the changing times. We
have to go back to basics, make a new start. It s going to take some time for

Contributing to society
Q: How do you define Nissan s culture and its values?
A: The words Driving Innovation to Enrich People's Lives describe

our purpose. Since the founding of our company in 1933, we ve been a
passionate challenger, delivering innovative technologies and products to
as many people as possible. This spirit is embedded in our culture and our
values.
In 2010, Nissan started mass production of electric vehicles before anyone

else. We launched the 100% electric Nissan LEAF based on our belief that
EVs are essential to reducing CO2 emissions and fighting climate change.
We ve sold approx. 500,000 LEAF vehicles, and it s still going strong.
Also, the LEAF isn t just a car – you can use your EV as a power source. I ve had many opportunities since becoming Nissan s CEO to interact with
We ve dispatched EVs to communities suffering blackouts following natural our people and discover their strong potential. Our employees care about
disasters. The LEAF can serve as a mobile storage battery, allowing it to play social issues and are eager to contribute to society. I find their attitude
a new role as part of social infrastructure. very encouraging. This is one of the reasons why I believe Nissan still has
untapped potential.
Nissan was also one of the first carmakers to offer advanced driver
assistance technology. Our ProPILOT system helps people enjoy mobility Nissan is committed to the 10 universal principles of the U.N. Global
with peace of mind. Another example is e-POWER. Nissan s e-POWER Compact, which the company signed in 2004. We will continue enriching
system uses an all-electric drivetrain, which is powered by electricity people s lives. We will work to move society in a new and better direction,
generated by a gasoline engine. Vehicles equipped with e-POWER and to energize the world through advanced technologies and innovative
contribute to reducing CO2 emissions and deliver strong acceleration and products, remaining true to our founding spirit. You can count on Nissan to
quiet performance. take on these challenges.

Driving sustainability
across the globe to
build trust
Nissan Motor Co., Ltd.

Senior Vice President, Chief Sustainability Officer
Guiding Nissan toward sustainability

Under the Nissan Sustainability 2022 plan, Nissan clearly defined its coronavirus pandemic and other factors rapidly transform the world. Nissan
activities in the areas of the environment, social, and governance. Work is working to promptly cope with and adapt to the changes.
within this sustainability strategy began in fiscal year 2018, and Nissan is
on track to reach our sustainability goals by fiscal year 2022. At the same Driven by a strong focus to identify social challenges and expectations,
time, Nissan faces a number of unforeseen challenges as the COVID-19 incorporate them into corporate strategies, and drive global

implementation, Nissan created the position of chief sustainability

officer (CSO) in 2016. The CSO is also responsible for interacting with
stakeholders and communicate what Nissan s contribution to sustainability.
Through promoting our sustainability strategy in all aspects of our

business, we are striving to make the world cleaner and safer. Our
continued investment for a better environment and to support efforts
to address social challenges will surely generate business returns and
become strengths for Nissan in the long run. Electric vehicles provide a
good example, as they have come to be recognized for their effectiveness
in developing disaster-resilient communities. In fact, we are seeing
an accelerated increase in partnerships with local governments and
authorities. We are also seeing the benefits of our diversity and inclusion
policies in our performance.
My role as the CSO is to guide the entire organization toward sustainability

and manage all activities with the support of Global Sustainability Steering
53 Nissan LEAF electric vehicles supplied electricity to local
Committee. government authorities and welfare facilities during power
outages caused by Typhoon Faxai in 2019.
Global efforts to address societal challenges

The Global Sustainability Steering Committee is an effective forum through The committee focuses on the progress of Nissan Sustainability 2022
which to drive our sustainability strategy across Nissan s global operations and discusses issues and impediments for achieving the goals, and
and implement the plan in each market. The committee meets biannually emerging societal challenges. Through determining policy and approach,
and consists of representatives of Nissan s operations around the world. the committee plays a key role in maintaining and enhancing the

competitiveness of Nissan s sustainability initiatives. For the company to labor conditions, customer privacy and product safety. The committee
appropriately handle societal issues in each region, regional best practices also discussed and drafted the Nissan Global Minerals Sourcing Policy
and insights are shared. Statement that was released in July 2020.
As Nissan has increasingly placed greater emphasis on human rights, the
committee identified four priority areas: employee labor conditions, supplier
Efforts to enhance resilience

In the past financial year, Nissan strengthened its efforts in the areas of to develop more resilient strategies, and to that end analyzed additional
environment strategy, human rights, and corporate governance. In the climate change scenarios assuming 1.5°C and 4°C. Irrespective of the
face of the increasing threat of climate change, in 2006, we defined a scenario, Nissan remains focused on achieving its ultimate goal of a
long-term vision to help limit the average global temperature rise to 2°C zero emission and zero fatality society. In line with this, Nissan continues
above pre-industrial levels by 2050. Nissan believes that it is essential to promote electrification to eliminate CO2 emissions from new cars.
Nissan s electrification drive is one of the objectives defined in its business
transformation plan, Nissan NEXT.
In the area of human rights, Nissan was one of the first participants in
the United Nations Global Compact, joining in 2004. In 2011, the UN
Human Rights Council unanimously approved the UN Guiding Principles
on Business and Human Rights (UNGPs), and Nissan started work on
human-rights strategic initiatives in 2016. To strengthen our corporate
stance defined in the Nissan Human Rights Policy Statement, the company
conducted an assessment at Nissan South Africa in fiscal year 2019
to evaluate human-rights-related risks associated with employee labor
conditions. Our local teams are leading actions to address the identified
issues, and share best practices with other regions to boost global
performance.

To enhance corporate governance, in June 2019 Nissan adopted a three and business execution. As part of these corporate governance efforts,
statutory-committee (nomination, compensation and audit) format. In each Nissan is working to enhance transparency by promoting disclosure of
committee meeting, independent outside directors of diverse backgrounds, governance-related information. To be a trusted company within society,
who make up the majority of the board, are engaged in proactive and Nissan is committed to timely and appropriate disclosure of information.
positive discussion under the new format that separates supervision
Always considering both short-term and long-

term impact
Finally, as CSO, it is essential for me to assess short-term and long-term
consequences, identify what is expected by the outside world, and utilize
this information for management and strategy. In my previous roles as head
of finance and IR, I had the privilege to interact with financial institutions,
rating agencies, analysts, and investors. Now, ESG investment has become
commonplace, but at core this form of investment requires a focus on both
short-term and long-term thinking. As the world transforms during these
times, society is calling into question disparity in corporate stances on
societal challenges, including the environment, human rights, and poverty.
As CSO of Nissan, I am committed to enhancing our efforts globally, and

fulfilling my duties to help Nissan become a company that is both needed
and trusted by society.


― Corporate Purpose of Nissan Motor Corporation ―
Nissan has defined its corporate purpose as Driving Innovation to Enrich People s Lives .
Based on Enriching People s Lives that has been a Nissan's corporate vision for years, and the founder s spirit of Do what others don't dare to do, this statement
of purpose is the answer to the question of why we exist and the role we play for the society.
Innovation is the key enabler for Nissan to meet customer needs, deliver societal impact, and motivate employees and stakeholders. Nissan employees throughout
the world relentlessly and passionately, drive for customer satisfaction, drive for success, drive for social development and drive for innovation.
Nissan continues to take on the challenges of delivering cleaner and safer journey to customers and society, contributing to the preservation and flourishing of a
beautiful Earth and protecting people s lives.
Do what others don't dare to do

NISSAN DNA
Passionate Innovative Challenger

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E
Environmental Scenario Analysis for Strengthening Climate Strategy
Nissan's environmental efforts have achieved continuous results by consistently reaching milestones back-casted from our Long-term Vision. However, compared to
the time when we formulated the Long-term Vision based on the 2°C scenario from the 2006 Intergovernmental Panel on Climate Change (IPCC) report, the
threat of extreme weather due to climate change is increasing, thus we believe it is necessary to enhance our strategy and make it more resilient amid growing
uncertainties.
Scenario analysis is a tool for examining future possibilities, confirming the fluctuation range of the impact on the environmental strategy that has been premised at
2°C and examining the flexibility of adapting to these expanding transitions, physical risks, and changing opportunities.
Envisioned scenarios and associated opportunities and risks

Scenario
Area of impact Business Activity Opportunities and Risks Related to Ongoing Climate Change
Assumption
Respond to further tightening of vehicle fuel efficiency and exhaust gas regulations,
Policies and develop electric powertrain technologies and increase production costs
regulations Increased burden of energy costs due to expansion of carbon taxes, expand investment in
energy-saving equipment as policy
Cost effects of utilizing next-generation vehicle technologies such as in-vehicle batteries
Technological and other EV-related technologies as well as expanding autonomous driving technologies
1.5℃ changes Increased demand will affect supply chains for rare earth metals used for in-vehicle
battery material and cause an increase in stabilization costs
Market Changes in consumer awareness leads to reduce new vehicle sales due to the selection
changes of public transportation and bicycles and the transition to mobility services
Expand the provision of power management opportunities with Vehicle to Everything (V2X),
Opportunities an EV energy charging/discharging technology, and redefine the value of EV, especially
with Vehicle to Grid (V2G)
The impact on the supply chain and the operation of production bases due to extreme
Extreme
weather such as heavy rain and drought will increase in property insurance costs and air
weather
4℃ conditioning energy costs
The need for securing emergency power sources using EV batteries is increasing as a
Opportunities
disaster prevention and mitigation measure

GRI103-1 GRI103-2 GRI103-3 GRI412-1 GRI412-2 GRI414-1
S
Social Nissan s Approaches to Respect for Human Rights
The automotive industry works with a broad range of stakeholders throughout the vehicle lifecycle, Implementation Framework following UNGP
from purchasing to manufacturing, sales, usage, and recycling. In 2004, Nissan was an early signatory
of the United Nations Global Compact and has organized various guidelines to undertake initiatives Human Rights Policy Statement
(June 2017)
together with its suppliers. From 2016 Nissan undertook an even more strategic approach, and in 2017, it
referenced the United Nations Guiding Principles on Business and Human Rights(UNGP) as framework Corporate Impact Assessment
and formulated and issued the Nissan Human Rights Policy Statement. As one facet of due diligence, (2018)
from 2018 we have implemented impact assessments for human rights. We aim to further strengthen
Strategy & Integration:
these initiatives by understanding issues and correcting them and reporting them on an annual basis. Implementing Initiatives (2019)
Furthermore, we have implemented a globally consistent system called SpeakUp for internal reporting
that is accessible by all stakeholders, not just employees, in which action is taken on all reported Monitoring and Reporting
concerns. (2020- )
Policies and Philosophy Publishes updated version of Renault-Nissan CSR Guidelines for Suppliers Announces Nissan Sustainability 2022
Formulates Nissan Formulates and publishes

Signs United Nations Global Compact Formulates Conflict Minerals Policy
Global Code of Nissan Human Rights Updates Global Minerals
Conduct Publishes Renault-Nissan CSR Guidelines for Suppliers Policy Statement Purchasing Policy
2001 2004 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Establishes Diversity Development Office Introduces SpeakUp system Conducts a human

rights assessment at
Starts the research for conflict minerals and publishes research results annually thereafter
Nissan South Africa (Pty)
Approaches Starts sustainability evaluations of suppliers by third parties Implements Corporate Impact Assessment

GRI102-29 GRI102-47
Materiality Analysis in Respecting Human Rights

Nissan is a signatory of the United Nations Global Compact and is also informed by the Universal Declaration of Human Rights as well as the International Labor
Organization (ILO) s Declaration on Fundamental Principles and Rights at Work and acts in accordance with the United Nations Guiding Principles on Business and
Human Rights. First of all, to specify the elements that could impact human rights as an auto company, we conducted human rights impact assessments along two
dimensions: impact on human rights and potential impact caused by Nissan and categorized elements into important areas and high important areas. Furthermore,
business strategies and business activities were factored into the elements identified as four priority focus areas that Nissan needs to address.
Human rights impact assessments Four priority focus areas identified

High
Extremely
High
Important Employee
Areas labor
conditions
High Supplier
labor
conditions
Severity of Risk or Impact on Human Rights
Severity of Risk or Impact on Human Rights

High Important High Important
Areas Areas
Product safety
Business strategies
Business activities
Customer
Important Areas Important Areas Privacy
Low Potential Impact Caused by Nissan High Low Potential Impact Caused by Nissan High

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Initiatives Related to Employee Labor Conditions

In November 2019 we worked with Business for Social Responsibility (BSR), a US organization promoting sustainability, to conduct a human rights assessment at
Nissan South Africa (Pty). A human rights risk assessment related to employee labor conditions was conducted and concluded that human rights risk was low overall
at the company. For items that need to be improved, we formulated a follow-up plan and will work on those items from fiscal 2020 onward.
* Human rights assessment criteria: Labor management structure and access to remediation measures, forced labor, child labor & youth workers, living conditions, discrimination, and freedom of association
Employees of Nissan South Employees participating in a

Africa (Pty) workshop
Basic data Number of factory employees: 1,200

Interviewees Total number of employees interviewed: 42
(managers, direct employees, indirect employees)
Nissan South Africa (Pty)

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Initiatives Related to Supplier Labor Conditions: Responsible Minerals Sourcing

Nissan s goal is to conduct ethical, social and environmentally conscious business practices at every level of our supply chain in global markets. In 2013, Nissan
established a policy against use of conflict minerals and in July 2020, it formulated and published its Global Minerals Sourcing Policy. The policy has been expanded
in scope from the conflict minerals known as 3TGs (tin, tungsten, tantalum, and gold) to cover all minerals including cobalt sourced from conflict-affected and high-
risk areas. Based on this policy, Nissan references the OECD s due diligence guidance to implement due diligence related to minerals sourcing in its supply chain.
We work with our suppliers to assess risks and will strengthen our efforts to take corrective actions furthermore whenever issues are identified.
Due diligence regarding conflict minerals

In fiscal 2019 we conducted surveys in 11 markets, Japan, the United States, Mexico, Europe, China,
Thailand, Indonesia, Taiwan, India, South Africa and Brazil. No suppliers were found to be using minerals from
smelters/refineries believed to be connected to armed groups.
Due diligence regarding cobalt

Since 2018, Nissan has conducted interviews with its major battery suppliers and follows up with them on
a regular basis. We are enhancing our approach to identifying cobalt smelters/refineries by referencing the
OECD s due diligence guidance.

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G
Governance Governance Structure Transformation
Nissan transitioned to a company with three statutory committees on June 25, 2019, by establishing a Nomination Committee, a Compensation Committee and an
Audit Committee. Governance is the foundation of our corporate activities and an indispensable part of being a company that is trusted by society. We will continue to
engage in our efforts to improve corporate governance as a top-priority management issue, while also developing our business activities with an eye to the demands
of society and our social responsibility so that we can contribute to the development of a sustainable society.
1. Separation of management function and supervisory 3. Transparency of decision-making process

Key focuses of the new governance
function
structure 2. Increased independence of Board of Directors 4. Speedy and flexible business execution
Before June 24, 2019 From June 25, 2019
Board of
● Majority is non-
Board of ● Majority is independent
Directors
independent Board of Statutory Directors ● Chair is independent
Supervision
Supervision
● Chair is non- Auditors

independent Nomination Committee Compensation Committee Audit Committee
● Majority of each committee is independent

Unclear
separation; ● Each committee s chair is independent
Board acts Clear separation
on both
Execution
sides
Execution
Executive officers and corporate officers with

Corporate officers more delegated authorities, focusing on business
execution and operation

Board of Directors System FY2019

Our Board of Directors, led by independent outside directors, decides the basic direction of management by taking a variety of perspectives into account and plays
the role of supervising the executive directors.
Board of Directors Activities in FY2019 Board of Directors Independent Non-independent
● Based on laws and the Regulations of the Board of Directors,

the Board of Directors makes decisions on important matters
related to the our company s group management such as the
draft agenda of general meeting of shareholders, members
of each committee, business plans and product strategies. In
addition to quarterly financial reports, we regularly report on
the status business execution and activities related to internal
control, and started regular discussions on mid-term plan. Yasushi Kimura Jean-Dominique Senard Masakazu Toyoda Keiko Ihara Motoo Nagai Bernard Delmas
Independent Director Independent Independent Independent Independent
● For the purpose of enhancing the discussion of the Board of outside director outside director outside director outside director outside director
Directors, we hold independent outside directors meetings Chair of the Board of Directors Vice-Chair of the Board of Directors Lead independent director Chair of Compensation Committee Chair of Audit Committee Member of Compensation Committee
Member of Nomination Committee Member of Nomination Committee Chair of Nomination Committee Member of Nomination Committee Member of Nomination Committee
regularly, chaired by the lead independent outside director Member of Audit Committee Member of Audit Committee Member of Compensation Committee
to discuss a wide range of issues related to our company s

corporate governance and business etc. We manage business
and operate further board discussion with reflecting the
opinions gained through these meetings.
● In order to promote understanding of our business, we carry
out various training programs for directors throughout the
Andrew House Jenifer Rogers Pierre Fleuriot Makoto Uchida Ashwani Gupta Hideyuki Sakamoto
year, such as business briefings from executives, site visits Independent Independent Director Director Director Director
and test driving etc. outside director outside director
● In fiscal 2019 (June 1, 2019 to March 31, 2020), the Board of

Member of Nomination Committee Member of Compensation Committee Member of Audit Committee President Chief Operating Officer Executive Vice President
Member of Audit Committee Chief Executive Officer Chief Performance Officer
Directors met 11 times, with an average participation rate per

meeting of 99%.

GRI102-27
Training FY2019
To deepen the understanding of Nissan s business, company provided board members with a number of on-board trainings, business briefings, site visits and test
drives throughout the year.
Business briefing On-boarding training Site visit and others

・Nissan business overview including key ・Duties and liabilities of board members ・Oppama plant visit and test drive (August
products and technologies, global footprint, and executive officers under Japanese 2019)
etc. Company Act ・Tokyo Motor Show 2019 (October 2019)
・Midterm plan, performance recovery plan, ・Corporate Governance Guidelines,
・Global Design Center (November 2019)
etc. Independence Standards, Regulation
of BOD, Internal Control Basic Policy, ・Global R&D facility (November 2019)
・Nissan products, brand, lineup, technology,
markets, future plan, etc. Regulations of Committees, and other
corporate-level rules and regulations
・Compliance rules, Nissan Code of Conduct
At product briefing Tokyo Motor Show 2019 At Global Design Center

GRI102-22 GRI102-24
Committee Activity FY2019 – Nomination

The Nomination Committee has the authority to determine the content of the General Shareholders Meeting agenda concerning the appointment and dismissal of
directors. In addition, the committee has the authority to determine the content of the Board of Directors meeting agenda concerning the appointment and dismissal
of the representative executive officer and the authority to formulate an appropriate succession plan regarding the President and Chief Executive Officer.
Members 5 out of 6 members are independent outside directors

Total number of committee meetings held*: 9
Chair
Average participation ratio*: 96%
* Between June 2019 and March 2020
Note: Month and year that is indicated below each director name is the month and year when he/she
joined the committee, and not necessarily the month and year when he/she became a director.
Major activities in FY2019

Yasushi Kimura Jean-Dominique Motoo Nagai ● Discussed representative executive officer s appointment proposal
Since Jun 2019
Senard Since Jun 2019
Since Jun 2019

● Discussed directors appointment proposal to be submitted the Extraordinary
General Shareholders meeting
● Discussed director s appointment proposal to be submitted to 121st Annual

General Shareholders meeting
● Discussed the President and Chief Executive Officer s succession plan process
Masakazu Toyoda Keiko Ihara Andrew House Blue:

Independent
Since Jun 2019 Since Jun 2019 Since Jun 2019
Red:
Non-independent

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Committee Activity FY2019 - Compensation

The Compensation Committee has the authority to determine the policy on decisions on the content of the compensation for individual directors and executive
officers and the contents of the compensation for individual directors and executive officers. In addition, the Compensation Committee has the authority to
determine the specific amount for each individual director and representative executive officer.

Chair

● Formulating policies regarding compensation for directors and executive
officers
● Selecting benchmark companies and discussing the level of compensation
based on the benchmark results of these companies and the results of surveys
by external experts
Motoo Nagai Bernard Delmas Jenifer Rogers
Since Jun 2019 Since Jun 2019 Since Jun 2019 ● Determining the amount of compensation for the current fiscal year and
individual compensation for directors and executive officers
● Formulating policy for executive officers compensation upon separation and
determining the amount of compensation for resignation
Keiko Ihara Blue:

Independent
● Resolving to abolish the share appreciation rights as performance-linked
Since Jun 2019
Red: incentive compensation from fiscal 2020 onwards, and evaluating new
Non-independent incentive plan

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Committee Activity FY2019 - Audit

As part of audits on business execution including the organization and operation of Nissan s internal control systems, the Audit Committee receives reports from
executive officers, corporate officers and employees on their business execution for Nissan and its group companies, in accordance with the Audit Committee s
annual audit plan and on an ad-hoc basis as necessary.

Chair

Yasushi Kimura Masakazu Toyoda ● Implementation of appropriate measures to seek responsibility for serious
Since Jun 2019 Since Jun 2019
misconduct by former chairman and others and to recover damages, including
the filing of a lawsuit against former chairman to claim damages
● Receipt of quarterly review result reports for the current fiscal year from the
independent auditors
● Audit visits to manufacturing plants and major domestic and overseas
subsidiaries (3 plants and 21 subsidiaries)
● Conference with statutory auditors of Group companies to improve their audit
quality
Motoo Nagai Jenifer Rogers Pierre Fleuriot Blue:
Since Jun 2019 Since Jun 2019 Since Feb 2020 Independent
Red:
Non-independent

A Message from Yasushi Kimura, Chair of the Board of Directors
The auto industry has a major role to play in the sustainable development on a return to the basics of managing and revitalizing the Board with
of society even as it continues to undergo a major transformation. I think the spirit of transparency, fairness and impartiality. In this connection, I
it is fair to say that this role has grown even more important in light of worked to convene Board of Directors meetings that are characterized
the dramatic changes to society brought on by the novel coronavirus by lively discussion and effective advice to and supervision of the
(COVID-19) pandemic. Nissan will contribute to create value that is executive officers. Together with directors with a diverse range of
appreciated by its stakeholders by providing valuable mobility and experience and viewpoints, we deliberated over proposals to be raised
services and pursuing further technological innovation. As the same at the Ordinary General Meeting of Shareholders, business plans and
time, Nissan is now expected to respond flexibly and resolutely to product strategies, the state of achievement in business execution and
unprecedented global risks. It will do so by harnessing the full power internal control activities. The Board supervised the executive officers in
of its organization and capabilities as well as through the solutions it addition to deciding the fundamental policies for business management
delivers. This will ultimately contribute to society in addition to economic at Nissan. In particular, the executive side formulated the first draft
growth and recovery. It goes without saying that Nissan must execute its of our transformation plan called Nissan NEXT announced in May
new business plan with the aim of achieving sustained growth and stable 2020 while the directors helped to complete it by offering advice and
earnings. In my view, steadily managing an effective governance system supervision from an independent and objective standpoint, marking a
and thoroughly pursuing compliance are increasingly important for the significant achievement in collaboration within our governance structure.
peace of mind and regaining the trust of Nissan s stakeholders especially Furthermore the three committees of nomination, compensation and
in this time of great uncertainty. audit each delivered meaningful results during the year, driven by
During fiscal 2019, Nissan transitioned its governance system to a the independent outside directors who chair each committee, such
company with three statutory committees. During the first year under as the selection of a new Chief Executive Officer, deciding on the
the new system, I served as Chair of the Board of Directors and focused compensation of directors and executive officers, and responding to the

criminal and civil actions related to improprieties of the former Chairman. The auto industry is in the midst of a transformation seen once in
In addition to these meetings, the Board endeavored to deepen its century and while facing the difficult environment brought on by the
understanding of Nissan s business and industry by convening regular spread of COVID-19 is also in the midst of the evolution to automotive
meetings attended only by outside directors, aiming to further revitalize electrification, autonomous driving technologies and connected
the Board of Directors by discussing corporate governance and technologies and services. It is therefore even more important that we
business from a broad perspective, making periodic visits to the front break free from conventions of the past. The Board of Directors will fulfill
lines, participating in onsite reviews and test drive events, and receiving its mission to contribute to Nissan s return to a growth trajectory and the
briefings from the executive side. Since the debut of the new structure, ongoing development of society and the company, in other words, further
the directors have worked to enhance the effectiveness of the Board enhancing sustainability.
of Directors with a sense of mission and performed their supervisory
function.
Fiscal 2020 marks the second year of Nissan s new governance system.
We will fortify the management foundations built over this past year
and utilize the wisdom of our directors to balance sound supervision
and execution. For Nissan NEXT as well, which has just kicked off,
the Board of Directors conduct ongoing monitoring and supervision of
Nissan s executives who will be delivering on the plan with speed and
decisiveness. In this way, I would like the Board to support taking on
challenges in Nissan-like manner and contribute to the comeback story
Chair of the Board of Directors
that is unfolding as a result. Nissan Motor Co., Ltd.

SUSTAINABILITY AT NISSAN
SUSTAINABILITY STRATEGY Corporate Purpose

Sustainability at Nissan
Guided by the corporate purpose of Driving Innovation to Enrich People s Societal Issues Analysis and Identification of Key Issues
Lives, Nissan, as a company worthy of trust, provides unique and innovative
At Nissan, top management regularly discuss key societal and environmental
automotive products and services that deliver superior measurable values to
themes in order to determine which key issues Nissan and all its Group
all stakeholders.
companies should address as both a global corporation and an automobile
As it develops as a company through its full range of global activities,
manufacturer, and then ensure that the results are reflected in its
Nissan seeks to not only create economic value but also contribute
sustainability strategy. Nissan also reviews key issues in light of the latest
solutions to society as a leading global automaker. Nissan is committed to
trends, including stakeholder concerns and interests as well as technological
all stakeholders̶ including customers, shareholders, employees and the
developments, and incorporates them into the formulation of its sustainability
communities where it does business̶ and contributing to the development
strategy.
of society, through the realization of a cleaner, safer and more sustainable
As expectations on corporate human rights initiatives grow higher, Nissan
mobility.
continuously works to meet these expectations through the development of
its own initiatives. Nissan has identified focus areas to work on by clarifying
the types of human rights issues relevant to the company and checking them
against our business strategies and activities.
*For a highlight of our human rights initiatives

>>> P013

Sustainability Strategy: Nissan Sustainability 2022

Corporate Purpose
Today s society is broadly affected by megatrends like demographic shifts Driving Innovation to Enrich People’s Lives
and advancing urbanization, both of which are increasing global demand

for mobility. Rapid technological advances are transforming the automobile
Realizing a
industry, inaugurating a period of unprecedented change. To allow Nissan to zero-emission, zero-fatality society
lead in responding to these social trends and providing new value through
innovation, the company has formulated a sustainability strategy in 2018
called Nissan Sustainability 2022.
Under Nissan Sustainability 2022, Nissan clarifies its activities in terms Nissan Sustainability 2022
of the ESG (Environmental, Social and Governance) aspects. Nissan
Sustainability 2022 also outlines Nissan s initiatives toward contributing
to the sustainability of society as well as its own sustainable growth as a
E
Environmental
S
Social
G
Governance
company.
GRI102-47
Key Themes for Nissan Sustainability 2022:

an inclusive organization that supports a diverse range of employees in
Realizing a Zero-Emission, Zero-Fatality Society
demonstrating their abilities and developing as professionals over the
The wide availability of automobiles has let countless people enjoy the medium and long term.
convenience that comes with automotive mobility as well as the pleasure
of driving itself. At the same time, however, increased greenhouse gas
emissions and traffic accidents are pressing issues for the world today.
Nissan is using its position as a world-leading automaker to pursue the
ultimate goals of achieving zero emissions, through the elimination of
CO2 emissions from new Nissan vehicles, and zero fatalities, through the
elimination of virtually all fatalities that result from traffic accidents involving
Nissan cars. To this end, the company will work together by growing as

Environmental: Under its environmental philosophy of a Supply chain

Symbiosis of People, Vehicles and Nature, Nissan contributes ・Nissan will establish a sustainable supply chain with due regard to human
to resolving environmental challenges based on social needs rights and the environment.
together with long-term vision. Employees
Nissan Green Program 2022 ・To ensure that each individual employee can continuously learn and
・Nissan s midterm environmental action plan Nissan Green Program 2022 develop their potential to the fullest, Nissan will provide opportunities for
(NGP2022) calls for actions to be taken on four challenges: Climate learning that employees can access wherever and whenever they wish.
Change, Resource Dependency, Air Quality and Water Scarcity. Furthermore, Nissan will also aim to create lively workplaces where the
health and safety of employees is the top priority.
Social: Nissan respects the rights of all stakeholders. Community engagement
Traffic safety ・Through activities that contribute to local communities on the themes of
・Aiming for virtually zero fatalities in traffic accidents involving Nissan zero emission, zero fatality and zero inequality, Nissan will aim to realize
vehicles as an ultimate goal, Nissan will promote the development a Cleaner, Safer and More Inclusive Society.
and implementation of autonomous driving and other effective safety
technologies.
Governance: Nissan complies with laws, regulations and
Diversity and inclusion rules and engages in business activities that are just, fair and
・Nissan will build an inclusive, innovation-creating organization designed transparent.
for sustainable development, where individual employees with diverse
Corporate governance/internal control
backgrounds in terms of gender, nationality, ethnicity, race and age can ・Nissan will strengthen its corporate governance and enhance its
demonstrate their potential to the fullest. compliance systems globally, promoting business activities that comply with
Quality laws and regulations and are highly transparent.
・With the voice of the customer as our top priority, Nissan will provide top-
level quality in its products and services around the world.

GRI102-12
Selecting Key Report Themes Participation in the U.N. Global Compact

To share the company s sustainability activities and the thinking behind Nissan actively supports a number of international guidelines and
them to as broad an audience as possible, each year Nissan publishes a agreements, respecting international policies and standards as it conducts
Sustainability Report. By sharing this information, we increase the level its business operations.
of transparency of our actions while creating opportunities to improve our Since January 2004, Nissan has participated in the United Nations Global
activities by incorporating feedback from stakeholders, thereby contributing Compact, a corporate responsibility initiative built around 10 universal
to the development of a sustainable society. principles regarding human rights, labor, the environment and anti-corruption.
Reporting themes are selected on the basis of potential impact on business The U.N. Global Compact was originally proposed by U.N. Secretary-General
activities and level of interest from stakeholders. Potential impact on Kofi Annan in an address to the World Economic Forum (Davos forum) in
business activities is evaluated by referring to previously recognized issues, 1999. Businesses may pledge to support its principles of their own free will.
various sustainability guidelines, trends and current global events inside and Nissan s sustainability management aims to enhance the full range of the
outside the automobile industry. Stakeholder interest is evaluated based company s activities based on these 10 principles.
on interviews conducted as necessary with both internal and external
stakeholders and analyses provided by external consultants.
Click here for more information on the U.N. Global Compact.

https://www.unglobalcompact.org/

STAKEHOLDER ENGAGEMENT Stakeholders Stakeholder Engagement

Stakeholder Interests,
Main Topics
Customer service interaction, contact through

Dialogue with Stakeholders dealers, websites, showrooms, events, customer
• Product and service quality
Customers surveys, media (TV, magazines, social media,
• Customer support
Nissan defines its stakeholders as those individuals and organizations etc.), owners meetings, vehicle maintenance,
mailing service
that affect or are affected by the company s business. Our management
• Company performance and issues
approach aims to align corporate activities with societal needs. We focus Direct contact (including whistleblowing
• Workplace diversity
Employees system), intranet, internal events,
on gathering feedback from stakeholders and building relationships of trust, • Workplace environment
interviews, surveys
• Career, training
reflecting this input in our operations. To incorporate as many voices as
Suppliers conferences, dealer • Fair trade
possible, we provide a variety of opportunities for dialogue with stakeholders Suppliers and conventions, business meetings, direct • Nissan s sustainability policies,
and work to identify opportunities and risks in their early stages. This Dealers contact, briefings, events, corporate medium-term business plan,
guidelines, websites and purchasing policies
interaction takes place at Global Headquarters and at other business
Direct contact with IR team, shareholders
facilities in Japan and overseas. Structures are in place to ensure that Shareholders and meetings, financial results briefings, IR
• Nissan s business
strategies, performance and
feedback is shared within the company. Investors events, IR meetings, websites, Annual
sustainability initiatives
Report, mailing service
For specific examples of our dialogue with stakeholders, see the pages
Governments, Direct contact, joint research studies, • Legal compliance
introducing our sustainability strategy. Industrial initiatives with industry organizations, • Cooperation with
demonstration experiments
Associations and roundtables, working groups, and other public measures
Business Partners conferences, events • Promote joint programs
Direct contact, management of
• Cooperation with and
Nissan’s Customers NGOs and NPOs
philanthropic programs, donations,
support for the resolution of
disaster relief activities, events,
Stakeholders Shareholders
Employees assistance via foundations
societal issues
and Investors
and Engagement Direct contact with business facilities, • Local community
local events, plant visits, philanthropic
Opportunities Media Nissan s Stakeholders Suppliers and Local Communities
activities, conferences, traffic safety
contributions
Dealers and Future • Corporate philosophy
awareness campaigns, assistance via
Generations • Nissan s sustainability
Governments, Industrial foundations, educational programs,
Local Communities and websites initiatives
Associations and Business
Future Generations
Partners • Announcement on organizational
NGOs and
NPOs Contact with PR team, press structure, business performance,
Media conferences, PR events, press releases, and business plans
interviews, mailing service, websites • Announcement of sustainability
strategies

Nissan s Approach to Shareholder and Investor Communication with Shareholders and Investors
Engagement To communicate with shareholders and investors, our IR department holds
Nissan s shareholders and investors are partners in the creation of a more quarterly results briefings, meets frequently with institutional investors
sustainable society. To facilitate a deeper understanding of our company, and sell-side analysts and responds to inquiries in a timely manner. We
we have an active investor relations (IR) program that provides information proactively disclose information on our operations through business briefings
both promptly and transparently. Our Chief Financial Officer (CFO) and and participation in conferences hosted by securities companies. We also
the IR department conduct constructive dialogue with shareholders and cooperate with securities companies to hold briefings for individual investors.
investors. To build trusting relationships, we communicate our long-term The latest information is also available on our IR website.
vision, the innovations we are adopting to boost our competitiveness and Each year we hold events to present our business activities to investors and
the latest market trends on a timely basis. The IR department is responsible analysts, focusing on themes most relevant to them and making available our
for working with the relevant sections, such as corporate planning, general divisional and regional managers to actively provide the required information.
affairs, finance, accounting and legal affairs, to collect the information In fiscal 2019, the Nissan CEO and independent outside directors held
needed to make appropriate disclosures. The questions and opinions of our briefings on governance and efforts to prevent the recurrence of final vehicle
shareholders and investors are reported to our executives by the corporate inspection problems. In addition, factory tours were conducted with a focus
officers in charge so that they can be reflected in our management on final vehicle inspection lines.
decisions. To prevent insider trading, we refrain from conducting dialogues We will continue to disclose information appropriately to meet the needs
between the quarter end and the announcement of our quarterly results. of stakeholders and investors, thereby increasing understanding of our
business.
Major shareholder engagements in FY2019
• The Extraordinary General

Shareholders Meeting
• FY2019 first half financial
• FY2018 full year financial
Q1 Q3 results
results
• Annual Report 2019 launch
• The 120th Annual General
• FY2019 Q3 financial results
Q2 • FY2019 Q1 financial results Q4 • The Extraordinary General

The General Meeting of Shareholders is an opportunity for Nissan s
executive team and the company s owners to communicate directly. We
aim to develop trust through these meetings and various other forms of
interaction with shareholders, paying full attention to their opinions and
offering appropriate explanations to enhance their understanding.
The 120th Ordinary General Meeting of Shareholders was held at Pacifico

Yokohama on June 25, 2019, and was attended by 2,814 shareholders.
Extraordinary Shareholders Meetings were also held on April 8, 2019, at the

Grand Prince Hotel Shin Takanawa, and on February 18, 2020, at Pacifico
Yokohama. The attendance was 4,119 and 666 shareholders, respectively.
* Click here for more IR information.

　https://www.nissan-global.com/EN/IR/

INTERNAL EFFORTS TO PROMOTE Nissan s Sustainability Decision-Making Process

SUSTAINABILITY
Company-wide management of specific activities under Nissan s Executive Committee
sustainability strategy, from setting goals to monitoring progress, is the
responsibility of the Global Sustainability Steering Committee chaired by Proposals/reports Decisions
the company s Chief Sustainability Officer (CSO). The committee meets
biannually and includes management representatives from functions for
each of the ESG areas. Each function is responsible for advancing its
own activities and progress is reported to the committee. Nissan swiftly Global Sustainability Steering Committee
implements the PDCA (plan, do, check, act) cycle in pursuit of improved
Chairperson
sustainability performance. As in past years, two committee meetings were
Chief Sustainability Officer
held in fiscal 2019.
Discussions at the Global Sustainability Steering Committee are reported
Representatives from sustainability strategy-related functions
and proposed to the Executive Committee (EC), Nissan s highest decision- at Global Headquarters and regional offices
making body, which then uses that information to make decisions on
sustainability policies and future initiatives.

LONG-TERM VISION AND GOALS FOR 2022 Long-Term Vision Initiatives and Main Goals for 2022
Activities
In promoting its sustainability strategy, Nissan Sustainability 2022, Nissan within Long-Term Vision Main Goals for 2022
ESG
has established goals that must be achieved by 2022 in accordance with
initiatives for each of the ESG (Environmental, Social and Governance) Manage the environmental dependence/impact caused by our operations and
products to a level that can be absorbed by nature, and pass on rich natural capital to
aspects. The 2022 goals are an important milestone towards realizing future generations
our Long-Term Vision, which were developed based on consideration of Carbon-neutral
opportunities and issues in our business operations, as well as societal ・Achieve 90%
reduction of CO2 ・Product CO2 emissions reduction:
expectations and issues. In achieving goals for each of the initiatives and emissions from new 40% reduction of CO2 emissions
vehicles by 2050 (vs. from new cars (vs. FY2000; JPN, U.S.,
realizing our Long-Term Vision, we are aiming to achieve both our own FY2000) Europe, China)
Climate change
sustainable growth and the sustainable development of society. ・Achieve 80% ・Overall reduction of CO2 emissions
reduction of CO2 from corporate activities: 30%
emissions from reduction of CO2 emissions per
corporate activities vehicle sold (vs. FY2005; global)
by 2050 (vs.
Environmental
FY2005)
Approach to Nissan s Long-Term Vision and Goals for 2022 Zero new material
resource use New resource usage minimization
Resource
・Reduce dependency ・Reduce new natural resource usage
dependency
Balance of Nissan's Growth and Development of Society on new materials by by 30% per vehicle
70%
Opportunities Long-Term Vision ・Cabin air quality improvement:

Societal Promote research on technical
and Issues in
Expectations and solutions
Nissan's Business Air quality Zero impact
・Reduce VOC from MFG: Promote
Issues
Operations Goals for 2022 reduction of VOC per paint area (vs.
FY2010)
・Water withdrawal reduction

(manufacturing) : 21% reduction of
Water scarcity Zero stress
water withdrawal per global production
(vs. FY2010)

Activities Activities
within Long-Term Vision Main Goals for 2022 within Long-Term Vision Main Goals for 2022
ESG ESG
Traffic
safety
Reduce the number of fatalities involving 75% reduction from 1995 levels in ・Enhance monitoring of each
Nissan vehicles to virtually zero fatalities involving Nissan vehicles by 2020 compliance risk area, and establish
Compliance
framework to oversee progress of
Achieve sustainable development by creating A fully functioning framework for the
each monitoring activity
prevention of conduct violations and for
and inclusion
innovation through building an inclusive Improvement in ratio of women in ・Enhance third-party compliance
Diversity
organization where individual employees compliance at Nissan globally

managerial positions system to ensure entire Nissan
Governance
with diverse backgrounds in terms of race,
nationality, gender, religion, disability, age, place ・Global: 16% by 2023 business process is compliant
of origin, gender identity and sexual orientation ・Japan: 13% by 2023
can demonstrate their potential to the fullest
Achieve benchmark levels for maintenance
management
Product quality Strive for top-level quality from the customer s perspective Achieve benchmark levels for
and enhancement of information security,
Quality
maintenance and enhancement of
Risk
prevention of information leaks, damage
Sales and Achieve top-level quality in all focus markets and maintain top- information security in each area,
limitation and maintenance of transparency
service quality level quality for sales and service over the longer term including new environments and areas
in the event of leaks
Aim to establish a
・All of our suppliers follow Renault-Nissan CSR Guidelines for
sustainable supply
Supply
Suppliers
chain
chain with due regard

・Aim to reduce our collective environmental footprint through
to the environment
environmental data survey and collaboration with suppliers
and human rights
Social
Create a continuous learning culture at

Nissan by:
・Launching an integrated development
Nurture an ability to framework
Learning and cope with a range ・Optimization of Leadership
development of potential future Development Programs
developments ・Providing digital solutions to realize
Employees
anytime, anywhere learning utilizing

great digital solutions
Reduce accident frequency rate

Realize zero-
(globally) by 50% by FY2022 vs.
Occupational safety accidents, zero-
FY2016
and health illnesses and a safe
(Total injury cases ÷ total working
workplace
hours × 1 million)
All regions are executing philanthropy

engagement
Community
Realize a cleaner, safer and more inclusive programs for strategic areas, such as
society zero emission, zero fatality and zero
inequality

GRI102-29 GRI103-2
MANAGING THE ADVANCEMENT OF PDCA Cycle

SUSTAINABILITY Internal management
PDCA Cycle to Promote Sustainability
Nissan's Global
Based on the decisions
At Nissan, sustainability activities are promoted through the PDCA (plan, Sustainability Steering
of the two committees,
Committee and Executive
do, check, act) cycle. After the Global Sustainability Steering Committee the divisions represented
Plan Committee define overall Do in the Global
and Executive Committee (EC) decide the overall direction on sustainability direction and measures
Sustainability Steering
for the company's
initiatives, progress on activities is managed, societal views are incorporated sustainability
Committee take action
and manage progress.
into corporate activities, and external trends are analyzed. activities.
Nissan defines
Nissan considers
priority areas of focus
society’s feedback, such
Act based on analysis of Check as rating agencies and
external evaluations and
ESG investment.
research on competitors.
External communication

EXTERNAL ASSESSMENT FTSE Blossom Japan Index

Today companies are assessed on their environmental and social Developed by global index provider FTSE Russell, the FTSE Blossom Japan
performance as well as their financial performance. An increasing number Index measures the performance of companies demonstrating strong
of investors use these assessments to guide their ESG investment Environmental, Social and Governance (ESG) practices. The FTSE Blossom
decisions. To meet these investor needs, Nissan takes a focused approach Japan Index are used by a wide variety of market participants to create and
to sustainability activities and proactively discloses information about its assess responsible investment funds and other products.
business operations. Our initiatives for sustainability have received high Nissan continues to be a constituent of the FTSE Blossom Japan Index for
praise from external assessors. the fourth consecutive year.
Click here for more information on the FTSE Blossom Japan Index
https://www.ftserussell.com/products/indices/blossom-japan
FTSE4Good Index Series
The FTSE4Good Index Series was developed by
FTSE, an independent company jointly funded by the
Financial Times of the UK and the London Stock
Exchange. Nissan continues to be a constituent of this
index in the 2019 review.
CDP Climate Change and Water Security 2019
Click here for more information on the FTSE4Good Index Series Nissan was certified as an A List
https://www.ftserussell.com/products/indices/ftse4good
company by CDP, a non-profit and world-
class authority on the environment, in the
survey conducted on its commitment to
climate change countermeasures as well
as its water resource management. Nissan achieved the top-rated A List in
both categories announced in January and February 2020, respectively.

Derwent Top 100 Global Innovators 2020

For the seventh consecutive year, Nissan
was selected as one of the Derwent Top 100
Global Innovators by Clarivate Analytics. In
deciding this award, Clarivate Analytics uses
its proprietary database of patent information
to analyze not just recipients advanced and
innovative technologies but also whether
or not their development of solutions has
broad application in the real world. The award
recognizes the most innovative companies and
organizations in all industries around the world.

NISSAN S CONTRIBUTION TO THE SUSTAINABLE

DEVELOPMENT GOALS GRI102-12
With the world population expected to reach nine billion by 2050, societies
are facing a range of issues, such as climate change, poverty and ongoing
urbanization. To deal with such issues, the United Nations has adopted a
set of Sustainable Development Goals (SDGs), and companies have an
increasingly important role to play in achieving these goals. The automobile
industry, too, faces an increasingly important responsibility to provide value
to society by delivering safe, secure and sustainable mobility for all. Nissan
supports the SDGs and contributes toward the achievement of these goals
through its initiatives.

Goal Nissan s
SDG Targets Contribution Nissan s Approach Indicators FY2017 FY2018 FY2019 Targets
Results Results Results
Through community engagement activities, aim to

Improving
1 1.2 realize a cleaner, safer and more inclusive society ーーーーー
livelihoods
where everyone is given equal opportunities.
Emergency Ascertain the needs of areas affected by natural

2 2.1 ーーーーー
food assistance disasters, providing supplies and other support.
Number of fatalities from 75% reduction

Reducing
Reduce the traffic fatalities by taking measures in accidents involving Nissan 73% 76% (Most recent compared to
3.6 traffic
the areas of vehicles, individuals and society. vehicles compared to 1995 reduction reduction data is 2018) 1995 levels by
accidents
level (Japan) 2022
3
Reducing Improve air pollution in urban areas through the
3.9 ーーーーー
health impacts spread of zero-emission vehicles, etc.
Supporting Provide educational programs that make use of the

4.2
youth knowledge and technologies built up during business ーーーーー
4.3
education activities.
4
Promoting
Promote understanding of sustainability among
understanding
4.7 employees, sales companies, business partners and ーーーーー
of
others.
sustainability
Advancing Promote support for advancement of women in the

5.1 gender workplace globally through diversity and inclusion ーーーーー
equality and community engagement activities.
5
Advancing Establish an inclusive organization where individual
Ratio of managerial Global target of
5.5 gender employees with diverse backgrounds can 14% 13.6% 13.9%
posts filled by women 16% by 2023
equality demonstrate their potential to the fullest.

Goal Nissan s
21% reduction in
Improving Manage and reduce water usage at all of production Rate of reduction in water water usage at
6 6.4 efficiency in plants producing Nissan vehicles and parts located usage per vehicle produced 16.2% 18.7% 23.0％ manufacturing
water usage all over the world. (vs. 2010) plants across the
world by 2022
Promote adoption of renewable energy according
to the characteristics of each region by taking three
Increasing Renewable energy usage
approaches: generating its own power in company
7.2 renewable rate in manufacturing 10.0% 10.2% 10.2％ー
facilities; sourcing energy with a higher proportion
energy usage plants
of renewables; and leasing land, facilities and other
7
Nissan assets to power companies.
Improving
Promote initiatives to reduce energy consumption in Energy per vehicle
7.3 energy 1.68 MWh 1.73 MWh 1.78 MWh ー
the manufacturing process. produced
efficiency
Economic Encourage the growth of the world economy through 12 trillion 11.6 trillion 9.88 trillion
8.1 Net sales ー
development automobile manufacture and sales. yen yen yen
Offering Provide every member of a diverse workforce with

8.2 learning opportunities for self development anytime and Hours per learner 30.6 21.5 26.0 ー
opportunities anywhere.
Promote workstyle reforms that provide a crucial

Establishing foundation for supporting diversity and inclusion,
8 8.5 Employee turnover rate 5.4% 6.2% 6.6％ー
decent work allowing employees with a range of values and life
needs to perform at their best.
Promote initiatives based on the Nissan Human
Respect for Rights Policy Statement in recognition of the U.N.
8.7 ーーーーー
human rights Guiding Principles on Business and Human Rights
as the standard reference.
Set up occupational health and safety management
Reducing
systems and put in place structures for the steady Accident frequency rate
8.8 industrial 0.37 0.35 0.49 ー
implementation of employee safety and health (Japan)
accidents
activities.

Goal Nissan s
Investment: Investment: Investment:
Work to protect the environment through business Environmental 2.54 billion
4.67 billion 3.79 billion
activities and the provision of revolutionary products, conservation costs yen, ー
Improving yen, Cost: 174 yen, Cost: 171 Cost: 184
technologies and services. (Japan)
environmental billion yen billion yen billion yen
9 9.4
preservation
technology Solicit the necessary facility proposals from each global
site, preferentially allocating investment based on the ーーーーー
benefit in CO2 reduction compared to project costs.
Establish an inclusive workplace where individual
Advancing
10 10.2 employees with diverse backgrounds can ーーーーー
diversity
demonstrate their potential to the fullest.
Through community engagement activities, and
Creating together with partners such as NGOs, aim to realize
11.1 sustainable ーーーーー
a cleaner, safer and more inclusive society where
cities everyone is given equal opportunities.
11
Establishing Contribute to the development of a sustainable
11.2 resilient transport mobility society through use of electric vehicles, ーーーーー
infrastructure autonomous driving and other technologies.
VOC emissions (main regions) 10,564 tons 8,433 tons 6,465 tons ー
NOx emissions 619 tons 418 tons 380 tons ー

Reducing air Reduce air pollutants from the manufacturing
12.4
pollutants process. SOx emissions 36 tons 34 tons 14 tons ー
Emissions of substances (Most recent

4,422 tons 3914 tons ー
designated by PRTR data is 2018)
12 Incorporate the three Rs at the new car design stage End-of-life vehicle
99.7% 99.6% 99.2% ー
and reduce waste materials. recovery rate (Japan)
Reducing 10.2% 5.8% BAU –2% (Japan)
12.5 and
waste Reduce waste materials from the manufacturing Waste reduction rate (Japan) (Japan)
10.5% BAU –1%
process with methods such as recycling. (BAU ratio) 2.6% 4.3％ (overseas)
(Overseas) (Overseas) of waste reduction
Providing
Provide stakeholders with information through a
12.6 information about ーーーーー
sustainability report and other media.
sustainability

Goal Nissan s
Reduce CO2
Reduce CO2 emissions
emissions by
by 40% relative to
Reduce CO2 emissions from new cars. 33.4% 33.0% 34.8％ 40% relative to
FY2000 levels by
FY2000 levels by
FY2022
FY2022
Reducing Reduce CO2
13 13.1 greenhouse CO2 emission reduction emissions by
gas emissions Reduce CO2 emissions from corporate activities. per vehicle sold (vs. 29.2% 31.4% 34％ 30% relative to
FY2005) FY2005 levels by
FY2022
Use carbon credits and reduce CO2 emissions. Credit amount (Spain) 45,477 t-CO2 42,787 t-CO2 38,845 t-CO2 ー
Preventing Manage the water quality of waste water at all of our

14 14.1 marine manufacturing sites according to standards that are ーーーーー
pollution even stricter than local regulations.
Based on the U.N. Millennium Ecosystem Assessment
Preserving
15 15.5 framework, identify issues and implement initiatives that ーーーーー
biodiversity
include cooperation with outside organizations.
Significant violations of
Respect for Strengthen the legal order through strict adherence laws and regulations which
16.3 None None None ー
the rule of law to law. resulted in government
penalties (Environment)
Preventing
16 Thoroughly comply with export control laws and
16.4 illegal product ーーーーー
regulations that relate to national security issues.
trading
Reducing
Reduce violations by carefully following the Nissan
16.5 corruption and ーーーーー
Global Anti-Bribery Policy.
bribery
Technological
cooperation Serve as a technology leader in the automobile
17 17.16 toward a industry through the Renault-Nissan-Mitsubishi ーーーーー
sustainable alliance.
society

The Alliance
Jean-Dominique Luca de Meo Makoto Uchida Takao Kato

Senard
Chairman of the Board Chairman of the Board Director, Member of the Board,
at Renault S.A. and at Renault S.A.S. and Representative Representative
The Renault-Nissan-Mitsubishi alliance is one of the world s leading Chairman of the Alliance Chief Executive Officer Executive Officer, Executive Officer, and
Operating Board of Renault S.A. President and Chief Chief Executive Officer
automotive alliances. Through a new cooperation business model, the Executive Officer of of Mitsubishi Motors
Nissan Motor Co., Ltd. Corporation
Alliance aims to enhance the competitiveness and profitability of each of the
member companies by capitalizing on individual company s strengths and The Alliance Operating Board
complimenting their strategies.
Established in March of 2019, the Alliance Operating Board acts as the sole
body responsible for the overall governance, management and strategic
direction of the Alliance, ensuring effective and efficient decision making.

A Business Model for Enhancing Competitiveness and investment in platforms, powertrains and technologies reaches across
Profitability all product segments, technologies, and across all geographies, enabling
the companies to maximize fixed cost sharing as well as leverage existing
Following many years of collaboration, the Alliance announced its next step
assets.
forward on January 2020, with the launch of a new cooperation business
model that will build on existing Alliance benefits by leveraging individual
At the same time, by appointing a reference company to specific regions and
member s leadership position and geographic strengths to support the
allowing that company to utilize and build on its strengths, the Alliance aims
others business development.
to strengthen its competitiveness as a whole. For example: Nissan is the
reference company for China, North America and Japan; Renault for Europe,
Each with its unique set of strengths, culture and legacy, the three
Russia, Latin America and North Africa; and Mitsubishi for ASEAN and
companies have agreed to contribute to each other s continued
Oceania.
development, by working together through a business model that allows for
each company to bring out the most of its assets as well as its performing
Through these strategic initiatives, the Alliance enables each member
capabilities.
company to utilize their expertise to full potential, which in turn reinforces
their competitiveness, sustainable profitability and social and environmental
Under the new business model, the Alliance has implemented the following
responsibility.
initiatives:
ALLIANCE NEW COOPERATION BUSINESS MODEL

・Adopting a leader-follower scheme in order to enhance efficiency in product MORE COMPETITIVENESS AND SUSTAINABLE PROFITABILIT Y
and technology development LE ADER / FOLLOWER VEHICLE LEADER / FOLLOWER TECHNOLOGY REFERENCE REGION
・Each company takes on the role of reference company in specific regions
where they have their strengths in, and provides support to other member
companies to enhance their competitiveness
・Benchmarking against top industry standards for performance in products,
technologies and markets
ALLIANCE PURCHASING WITH FURTHER EFFICIENCY
The aim of the leader-follower scheme is to enhance return on investment by
expanding the Alliance s existing standardization strategy. This collaborative

Environmental
Environmental Policies and Philosophy …… 046 Water Scarcity ………………………………… 096
Climate Change………………………………… 056 Third-Party Assurance ……………………… 100
Air Quality ……………………………………… 083 Strengthening Our Business Foundations … 102
Resource Dependency ……………………… 087

ENVIRONMENTAL POLICIES AND PHILOSOPHY

GRI102-16
Environmental Principles Nissan s Environmental Philosophy:

A Symbiosis of People, Vehicles and Nature
As we strive to understand the environment better, all of us at Nissan bring ・More efficient mobility
Sunlight ・Expansion in distance travelled
to our activities a shared concern for people, society, nature and the earth.
This commitment and concern is embodied in every Nissan product and in all ・Higher efficiency
・Renewables
of the company's operations, including sales, as the driving force of Nissan's Energy
Social & Emissions & waste
economic
ongoing contributions to a better society. Resources
activities Within levels nature can absorb
・Reduced use
We provide customers with innovative products and services, by promoting ・Recycling
* Based on Beyond Growth:
the effective use of energy and resources, by diversifying our sources and The Economics of
Sustainable Development,
making active use of renewable energy and recycled materials. These are Thermal radiation
by Herman E.
just some of the ways in which Nissan is striving to achieve a Symbiosis of
People, Vehicles and Nature. Nissan s Environmental Philosophy: A Symbiosis of
To this end, we have clearly defined our ultimate goal: To reduce the People, Vehicles and Nature
environmental impact and resource consumption of our corporate operations In addition to deepening our understanding of the environment, we conduct
and vehicles throughout their lifecycle to a level that can be absorbed all of our operations, including production and sales, with consideration
naturally by the Earth. and set what we want to be. This means endeavoring for people, society, nature and the Earth, as a means of contributing to the
to leave as small an ecological footprint as possible. building of a better society.
Ultimate Goal
We will manage the environmental impact caused by our operations and
products to a level that can be absorbed by nature and pass on rich natural
capital to future generations.

What We Want to Be: A Sincere Eco-Innovator dependence on fossil fuels.

As a global automaker, we take active steps to identify the direct and indirect
Sincere: Proactively address environmental challenges and reduce our
environmental impacts of our activities, working with business partners
impact on the environment.
and society to minimize the negative impacts of our products and services
Eco-Innovator: Develop a sustainable mobility society through innovative
throughout their lifecycle. We acknowledge that our activities and efforts
technology in products and services.
must be continuously improved and advanced; we seek to provide greater
value to society by delivering sustainable mobility for all while alleviating
GRI102-12 GRI102-15 GRI103-1
environmental impacts associated with climate change, natural resource
Nissan s Understanding of Environmental Issues dependency, water use and other issues.
Environmental and social issues are attracting more and more attention We decide which environmental priorities we address and our level of
in recent years. With the world s population expected to reach 9 billion by engagement based materiality assessments in light of social trends and
2050, society faces problems in areas such as poverty and hunger, energy, consultations with various stakeholders.
climate change and various conflicts. To address these issues, the United
* Click here for more information on how Nissan supports the SDGs.
Nations adopted a resolution in September 2015 titled Transforming
https://www.nissan-global.com/EN/ENVIRONMENT/GREENPROGRAM/FRAMEWORK/
Our World: the 2030 Agenda for Sustainable Development. The Agenda
contains 17 Sustainable Development Goals (SDGs) and 169 targets, and
GRI102-29 GRI103-2 GRI103-3
there are high expectations that corporations as well as nations will play a
major role in realizing the SDGs. Nissan supports the SDGs, as it recognizes Nissan s Strategic Approach to Environmental
the growing importance of delivering safe, secure and sustainable mobility
for all and providing value to society.
Issues
The auto industry is dependent on the global environment in complex and To positively contribute to the resolution of global environmental issues,
diverse ways, while also having significant impact on the environment. Nissan believes in the importance of listening to various voice from society
Nissan is tackling a range of issues to promote sustainability by advancing and undertaking an assessment process to identify priority issues. These
measures to mitigate climate change and conserve energy, preserve air materiality assessments involve analyzing latent opportunities and risks,
quality and other natural capital, use mineral resources efficiently, properly determining material issues that are of mutual relevance to Nissan and our
manage chemical substances, efficiently allocate scarce resources and stakeholders and drafting mid and long term environmental strategies.
promote good health. We are also improving our business to reduce our In assessing environmental materiality, we applied the methods of the

Corporate Ecosystem Services Review (ESR),* developed by the World Materiality Analysis (Environment) and SDGs Comparison
Resources Institute (WRI) in cooperation with the World Business Council for
Sustainable Development (WBCSD) and the Meridian Institute based on the Materiality SDGs Nissan Principal Approach
Fuel economy
U.N. Millennium Ecosystem Assessment (MA). As a result, we specified three Lower vehicle emissions,
Transition and physical risks improve in-cabin air quality
priority areas on which we should focus as an automaker: Procurement of induced by climate change
Energy, Procurement of Material Resources and Usage of Water Resources. Reduce water consumption
Electrification
and manage water quality
A fourth area that is linked directly to people s health ̶Air Quality̶ Introduction of renewable energy at
facilities Reduce CO2 emissions from
was cited as being within the scope of consideration, as the swelling of vehicles and corporate activities
Promotion and development of
urban populations and economic development are often accompanied by MaaS (Mobility as a Service)*
Vehicle-to-Grid (V2X) electric
deteriorating air quality. Energy efficiency at facilities power management
These were analyzed internally in terms of opportunities and risks for Nissan Reduce, reuse, recycle
Expand autonomous drive
Resource efficiency
with reference to the 2030 Agenda for Sustainable Development, centered and other technologies
Chemical substance management
on the SDGs, as well as the discussions at the World Economic Forum, the
Material sourcing Effective use of resources
Paris Agreement adopted at the 21st Conference of the Parties (COP21) Emissions from products, in-cabin
Reduce CO2 emissions from
and other global agendas. Through direct discussions with international air quality
vehicles and corporate activities
environmental experts, investors and NGOs/NPOs, as well as through Human health Appropriate management of
Emissions from facilities chemical substances
separate dialogues with our Alliance partners, we subsequently identified
Water use at facilities
environmental materiality for Nissan. Moreover, Comparison between this Reduce water consumption
Wastewater and landfill manage- and manage water quality
environmental materiality and the objectives of the SDGs showed that ment
Nissan s approach contributes to the realization of the SDGs. Ecosystem services and biodiversity
Stakeholder engagement Collaborations with stakeholders
such as local governments and
* Click here to read Ecosystem Services and the Automotive Sector, a report outlining the Occupational health and safety NGOs
conclusions of the Corporate Ecosystem Services Review conducted by Nissan.
https://www.nissan-global.com/EN/DOCUMENT/PDF/ENVIRONMENT/SOCIAL/ecosystem_ * MaaS: Car sharing and other mobility services that do not require actual car ownership.
services_and_the_automotive_sector.pdf

GRI102-15 GRI201-2
Scenario Analysis to Strategies for 2050 Society ・Based on the degree to which the automobile sector was impacted and
the timeline, items with a more substantial impact were screened from the
Nissan's environmental efforts have achieved continuous results by main drivers.
consistently reaching milestones back-casted from our Long-term Vision. ・Changes, conditions, and effects were adjusted in each scenario to
However, compared to the time when we formulated the Long-term Vision provide guidance based on qualitative evaluation of the elements
based on the 2°C scenario from the 2006 Intergovernmental Panel on necessary for enhancing strategies.
Climate Change (IPCC) report, the threat of extreme weather due to climate
change is increasing, thus we believe it is necessary to enhance our strategy As a global automobile company, the production facilities and market for
and make it more resilient amid growing uncertainties. our products will be 170 markets globally, and the effects of climate change
will not be limited to Japan. When taking a comprehensive perspective of
The scenario analysis conducted for the purpose of strategic enhancements this scenario analysis, even the market infrastructure, regulations and actual
assumes societies based on the 4°C and 2°C scenarios presented in the usage are different, Nissan's electrification technologies have the potential
International Energy Agency (IEA) 2050 time horizon and the 1.5C scenario to create opportunities for effective capabilities in scenarios other than 2
in the IPCC special report. Furthermore, in consideration of factors including °C. Nissan has come to recognize once again the importance of further
changes in customer and market acceptance, tightening automobile accelerating efforts toward this realization as well as the fact that activities
regulations and the transition toward clean energy, Nissan s business integrated with the supply chain are essential for responding to risks.
activities, products and services were examined in terms of strategic
resilience to the opportunities and risks posed by climate change in the In particular, the expansion of zero-emission vehicles is not only a major
following four steps. step towards the shift to a carbon-free society as an automobile sector, it
is also a technology that contributes to the resilience of society in power
・Evaluate past materiality, investigate risk factors with a decisive impact management and disaster mitigation and prevention. Nissan believes that it
on the automotive sector due to climate change in documented studies will be possible to strike a balance between value creation for society and
and define main drivers in categories such as population, economy, business.
geopolitics, climate change policy and technology.
・Categorizing main drivers into physical risks and transition risks, then However, if the societal response to climate change is delayed, transition
considering the trade-off relationships of each, we confirmed the degree risks such as additional policies and regulations for a decarbonized society,
of risk in three scenarios where the average temperature on Earth increases in R&D efforts and changes in market demand or corporate
increased by 1.5°C, 2°C and 4°C.

reputation, and physical risks such as an increase in abnormal weather and Envisioned scenarios and associated opportunities and risks
rising sea levels may lead to cost increases and declines in vehicle sales that Scenario Area of Business Activity Opportunities and Risks Related to
have the potential to substantially influence on our financial situation. Assumption impact Ongoing Climate Change
To avoid risks such as these to the extent possible and create future Respond to further tightening of vehicle fuel efficiency
opportunities, Nissan is leveraging knowledge gained from scenario analysis and exhaust gas regulations, develop electric powertrain
Policies and technologies and increase production costs
for use in actual activities and reviewing strategies for expanding resilience.
regulations Increased burden of energy costs due to expansion
We will continue to implement these initiatives by embodying our vision
of carbon taxes, expand investment in energy-saving
for 2030, further enhancing the disclosure of information and placing
equipment as policy
importance on dialogues with our stakeholders.
Cost effects of utilizing next-generation vehicle technologies
such as in-vehicle batteries and other EV-related
technologies as well as expanding autonomous driving
Technological technologies
1.5℃ changes
Increased demand will affect supply chains for rare earth
metals used for in-vehicle battery material and cause an
increase in stabilization costs
Changes in consumer awareness leads to reduce new

Market
vehicle sales due to the selection of public transportation and
changes bicycles and the transition to mobility services.
Expand the provision of power management opportunities

with Vehicle to Everything (V2X), an EV energy charging/
Opportunities
discharging technology, and redefine the value of EV,
especially with Vehicle to Grid (V2G)
The impact on the supply chain and the operation of

Extreme production bases due to extreme weather such as heavy
weather rain and drought will increase in property insurance costs
and air conditioning energy costs
4℃
The need for securing emergency power sources using
Opportunities EV batteries is increasing as a disaster prevention and
mitigation measure

GRI102-20 GRI102-31
Global Environmental Management Framework Global Environmental Management Framework

and Governance System
Dialogue with stakeholders
To promote comprehensive environmental management as a global company
while responding to a diverse array of environmental issues, Nissan has Major Issues
a governance system built on dialogue and partnership with each region Climate Change
and many corporate functions, as well as with a variety of stakeholders.
Resource Dependency Suppliers Product Manuf. Sales Use,
The Global Environmental Management Committee (G-EMC), co-chaired and and tech. and and Service and
Procurement Development Logistics Offices ELV
Air Quality
by a board member, determines overall policies and the content of reports
put before the Board of Directors. Its meetings are attended by corporate Water Scarcity
officers chosen based on the issues to be discussed. Executives also Nissan Global and Regional Environmental Management
clarify the risks and opportunities before the company and determine the
specific programs to be undertaken by each division, using the PDCA cycle
to manage and operate the environmental programs efficiently. In addition, Environmental Management Organization
environmental risks are regularly reported in the Internal Control Committee
meetings to strengthen corporate governance.
Global/corporate focuses Functional/regional
Corporations today are expected to disclose their environmental initiatives Board of Directors focuses Customers
Plan Board of
and related decisions in a reliable and transparent manner. We actively PDCA Directors
NGOs/NPOs
communicate with a broad range of stakeholders through our Sustainability Global Environmental Employees
Advisory Business
Environmental Strategy Meetings, etc. partners
Act Do PDCA
Report and by answering inquiries from various environmental rating Management
Committee Organization
National and local
agencies. Shareholders and governments
PDCA investors
Check Communities and
future generations

Environmental Action Plan: Nissan Green Evolution of NGP

Program (NGP)
We first announced the Nissan Green Program (NGP) midterm
Reducing Reducing global Reducing use of Resolving social
environmental action plan in 2002 to achieve our environmental philosophy environmental environmental resources and global issues to build a
impact on urban impact to a level environmental impact better world
of A Symbiosis of People, Vehicles and Nature and to ultimately reduce and regional areas which can be to a level which can
absorbed naturally be absorbed naturally
our environmental dependence and impact to levels that nature can absorb. by the Earth by the Earth
Under NGP2016, launched in fiscal 2011, we fully achieved our targets for
the four key initiatives of zero-emission vehicle penetration, fuel-efficient
vehicle expansion, corporate carbon footprint minimization and natural
resource use minimization. New plan NGP2022 was launched in fiscal 2017.
* Click here for more information on NGP2022.

https://www.nissan-global.com/EN/ENVIRONMENT/GREENPROGRAM/FRAMEWORK/

GRI102-29 GRI102-31
NGP2022 Key Issues and Challenges ・Air Quality: We aim for zero impact
Ensure cleaner exhaust emissions and create a comfortable in-
Based on environmental materiality analysis, Nissan has identified climate cabin environment to protect human health and reduce the impact on
change, air quality, resource dependency and water scarcity as ecosystems
important issues under NGP2022. Furthermore, in order to contribute to ・Water Scarcity: We aim for zero stress
the resolution of these four important issues and create new value, we are Reduce water consumption and manage water quality with monozukuri
also working to strengthen the business foundation related to environmental that is considerate of impact and dependency on ecosystems
issues through stakeholder engagement aimed at understanding the needs
of stakeholders.
NGP2022 discloses indicators and progress on initiatives related to the

four identified material issues every year. In addition to the development and
production departments involved in car manufacturing, the sales and service
departments and Nissan as a whole are also accelerating efforts related
to environmental issues while strengthening our business foundation and
working to create social value.
Under NGP2022, we will take on the challenge of addressing the following

key issues, striving not just to attain compliance but also to meet society s
expectations and to realize our long-term vision.
・Climate Change: We aim for carbon neutrality

Promote society s decarbonization through vehicle electrification/
intelligence and innovative future monozukuri
・Resource Dependency: We aim to eliminate the use of new material
resources
Create systems that use resources efficiently and sustainably, and create
services able to use vehicles more effectively (circular economy)

NGP2022 Action Plan 12% reduction of CO2 emissions

Reduction of
per production (vs. FY2005;
Activities NGP2022 Objectives FY2019 Results 7 CO2 emissions of Reduced by 11.5%
Japan, North America, Europe
logistics
Climate change (Product)
and China)
Long-term vision: Achieve 90% reduction of CO2 emissions from new vehicles by 2050 (vs. 2000) Reduction of
CO2 emissions at 12% reduction of CO2 emissions
8 Reduced by 14.3%
Product CO2 40% reduction of CO2 emissions offices (including per floor area (vs. FY2010)
1 emission from new cars (vs. FY2000; Reduced by 34.8% R&D sites)
reduction Japan, U.S., Europe and China)
Reduction of 12% reduction of CO2 emissions
Global sales increase of Nissan 9 CO2 emissions at per floor area (vs. FY2010; Reduced by 17.8%
LEAF e+. Nissan LEAF is
the first mass market EV and dealers Japan)
Solid EV accumulated sales over 470,000
2 ー
leadership units.
Release the concept of new
EV[ARIYA] with advanced Expansion of consumption rate of renewable
Expansion of renewable energy
technologies. 10 renewable energy energy at manufacturing plants
introduction
use 10.2%
Support driver s Pilot program with connected

3 Activities underway Air quality
behavior cars
Cabin air quality Promotion of research on

Global expansion of V2X for 11 Activities underway
Expansion of improvement technical solutions
4 energy management (Japan, U.S. Promoted expansion of usage
vehicle usage
and Europe)
Reduction of
Climate change (Corporate) Promotion of VOC emission
VOC emissions
12 reduction per paint area (vs. Reduced by 27.5%
Long-term vision: Achieve 80% reduction of CO2 emissions from corporate activities by 2050 (vs. 2005) at manufacturing
FY2010)
sites
Overall reduction
30% reduction of CO2 emissions Resource dependency
of CO2 emissions
5 per vehicle sold (vs. FY2005; Reduced by 34.0%
from corporate
global) Long-term vision: Reduce dependency on new materials by 70%
activities
Reduction of
36% reduction of CO2 emissions Development of Promotion of research on
CO2 emissions 13 Development underway
6 per vehicle produced (vs. Reduced by 30.1% biomaterials technical solution
at manufacturing
FY2005; global)
sites

Activities NGP2022 Objectives FY2019 Results Business foundations
Proper use Implementation of the Alliance

Strengthened Alliance policy and Governance Implementation of our Adhered to environmental
14 of chemical policy on chemical substance 22
continued steady implementation enhancement environmental compliance policy compliance policy
substances management
New resource
30% reduction of new natural Promoted activities toward
15 usage Measure lifecycle environmental Continue to measure lifecycle
resource usage per vehicle NGP2022 target Further application
minimization 23 impact of vehicle and new environmental impact for new
of LCA
technology launched products in 2019.
Expansion of
Duplation of remanufactured item Promoted activities toward
16 remanufactured Implementation of environment
coverage (vs. FY2016) NGP2022 target
parts Engagement with data survey to promote Expand the supplier engagement
24
suppliers engagement and reduce opportunity through CDP survey
environmental impact
Expansion of Expansion of the EV battery
17 Promoted EV battery reuse
battery reuse reuse business
THANKS activities Further promotion of Supplier Continued to promote THANKS
25
promotion THANKS activities activities
Adoption of die- Plan and implement technical
18 Start adoption to heritage parts
less forming development
Nissan Green Strengthen the Nissan Green

26 Purchasing Adoption of updated policy Purchasing Guidelines and its
Waste reduction BAU 2% (Japan) and BAU 1% Reduced by 5.8％(Japan) Guidelines adoption
19
(manufacturing) (overseas) reduction of waste Reduced by 4.3%(overseas)
Training of instructor among
Education domestic sales staff and conduct
Waste to landfill Global expansion of Nissan education program on site.
Reduced waste to landfill ratio to 27 program for the Start education program at
20 reduction Landfill ratio reduction Waku-Waku Eco school program
3.2% (global) next generation elementary school near Nissan
(manufacturing) plant in Brazil
Water scarcity Collaboration

Continued joint projects
with NGOs Enhancement of collaboration
28 with WWF and Conservation
Water withdrawal 21% reduction of water for ecosystem and partnerships with NGOs
International
21 reduction withdrawal per global production Reduced by 23.0% conservation
(manufacturing) (vs. FY2010)

CLIMATE CHANGE
GRI103-1 GRI103-2
Toward a Carbon-Neutral Society Nissan s Steps to Reduce CO2 Emissions

In 2015, the United Nations Climate Change Conference (COP21) adopted The business structure of the automobile industry is changing greatly in
the historic Paris Agreement to keep the increase in global temperature to the face of demands to reduce CO2 emissions and dependence on fossil
well below 2 degrees Celsius. fuels. As a global automaker, Nissan considers emissions across the entire
At COP24, held in 2018, parties agreed on concrete guidelines to achieve value chain it shares with its suppliers, from procurement of raw materials
the goals of the Paris Agreement, namely, to peak-out global greenhouse to transportation and operation of vehicles. We understand how important it
gas (GHG) emissions as early as possible and to strike a balance between is to balance environmental initiatives with business activities, and strive to
GHG emissions from human activity and carbon absorption by nature by the reduce emissions through new technology development, renewable energy
second half of this century. use and other measures.
One of the United Nations Sustainable Development Goals (SDGs),
announced in 2015 as part of its 2030 Sustainable Development Agenda,
set goal for climate actions. Nissan is responding to these developments
by focusing on electrification and other innovative technologies and by
promoting decarbonization through reductions in CO2 emissions throughout
the value chain, including by suppliers.

GRI102-11 GRI102-15
Efforts at Every Link in the Value Chain Building a Resilient Climate Change Strategy
The Nissan Green Program 2022 (NGP2022) aims to achieve carbon The incremental move toward decarbonization could generate major new
neutrality by reducing emissions from our corporate activities, products and risks for businesses. In addition to transition risks resulting from changes in
services. policies and regulations, technologies, markets and reputation, there are also
growing physical risks, as climate change raises the frequency of extreme
weather conditions. Recognizing climate change as a risk for the financial
system, the G20 Financial Stability Board established the Task Force on
CO2 Emissions in the Value Chain* Climate-related Financial Disclosures (TCFD) to encourage disclosures
that would enable investors to make informed decisions. In its June 2017
Offices,
final report, the Task Force proposed a recommendations framework for
Suppliers Production Logistics Vehicle usage
dealerships
Recycling
information disclosure.
19.520 2.610 1.483 180.880
million tons million tons million tons
0.619
million tons Nissan considers climate change to be an issue that goes to the heart of its
million tons
operations. The Global Environmental Management Committee (G-EMC),
co-chaired by a board member, identifies trends in climate-related risks and
business opportunities and adopts strategies accordingly. Climate change
and other environmental risks comprise a category of risks for corporate
management and are regularly monitored by the Internal Control Committee
to strengthen corporate governance.
We analyze climate-related risks on an ongoing basis, and have specified
as major risks tighter regulations on fuel economy and CO2 emissions,
intensifying competition in the EV market and physical damage due to
extreme weather conditions. We determine specific measures to be taken
by each division after clarifying the risks and opportunities̶ including those
Reducing CO2 emissions from corporate activities Reducing CO2 emissions from products and service
relating to climate change ̶for our company.
* Actual emissions in 2018. Additionally, climate change also greatly heightens customer needs for
energy-efficient mobility. We are meeting those needs by clearing stringent
CO2 emissions regulations, as outlined in the Nissan NEXT*1 midterm plan

calling for annual aggregate sales of 1 million 100% EV and e-POWER ・Corporate activity: Reduce overall corporate CO2 emissions by 80% compared with 2005
levels by 2050.
vehicles by fiscal 2022. In our corporate activities, we are actively advancing
* For more information on Policies and Philosophy for Corporate Activity Initiatives.
energy-saving measures, shifting to climate-efficient logistics and >>> P072
introducing renewable energy sources. ・Climate change indices, targets and achievements, along with Scope 1, 2 and 3 emissions
In the light of these climate-related risks and opportunities, we established are contained in this report under NGP2022 Framework and Action Plan, Product Initiative:
Achievements and Environmental Data.
a long-term vision for climate change*2 objective of reducing CO2 emissions
from new vehicles in the year 2050 by 90% compared to emissions in fiscal
2000, while at the same time engaging in corporate activities aimed at
achieving the target of reducing CO2 emissions in the year 2050 by 80%
compared to emissions in fiscal 2005.
In addition to establishing the Nissan Green Program 2022 (NGP2022)*3

midterm environmental action plan, we will formulate various future climate
change scenarios to reinforce the resilience of our climate change strategy.
We also seek to disclose information in line with the TCFD framework in
order to facilitate further awaness of our actions among investors and other
stakeholders.
*1 Click here for more information on Nissan NEXT

https://www.nissan-global.com/EN/IR/MIDTERMPLAN/
*2 Long-term vision for climate change:
・Products: Reduce CO2 emissions from new vehicles by 90% compared to 2000 levels by
2050.
* For more information on Policies and Philosophy for Product Initiatives.
>>> P059

GRI103-1 GRI103-2
Policies and Philosophy for Product Initiatives China) throughout the value chain as a whole.
As a global leader in technological advancements through the electrification
Reduction of Emissions from Products and Services of our products, we believe we can substantially contribute to the global
According to a 2014 report from the Intergovernmental Panel on efforts to keep the temperature increase well below 2 degrees Celsius.
Climate Change (IPCC), the transport sector was responsible for 14% of These initiatives also reinforce the sustainability of our own business.
anthropogenic greenhouse gas emissions from all economic sectors in 2010. We are driving the evolution of new technologies and businesses. Under
As a business in this sector with continued growth in both unit sales and the umbrella of Nissan Intelligent Mobility,* we take a unified approach
amount of passenger activity, Nissan is aiming to decouple emissions from to introducing, marketing and deploying new technologies, functions,
company growth. businesses and services.
* Click here for more information on Nissan Intelligent Mobility.

Our Long-Term Vision https://www.nissanusa.com/experience-nissan/intelligent-mobility.html
In 2006, based on calculations incorporating the findings of the IPCC s

Third Assessment Report and the goal of keeping global temperatures from
CO2 Reduction Scenario
rising more than 2 degrees Celsius, we set a scientifically grounded target
CO2 emissions from new cars Well-to-Wheel CO2 emissions reductions with future powertrains
for 2050 of reducing product CO2 emissions from new vehicles by 90%
（%）（%）
compared to 2000 levels. 100 100
30% 40% 90%
Recognizing that this would require drastic reduction of well-to-wheel CO2 80 80
emissions from new vehicles, we set about developing a new scenario for
60 60
powertrain technologies.
40 40
Under the Nissan Green Program 2022 (NGP2022), to remain on track Renewable
electricity
with this target, we are aiming to reduce CO2 emissions from new vehicles 20 20
by 40% compared to fiscal 2000 by 2022 (in Japan, the U.S., Europe and 0 2000 2016 2022 2050
Internal Internal
combustion engine combustion engine
Electric
vehicle
Fuel-cell
electric vehicle
0
base (FY) (non-hybrid vehicle) (hybrid vehicle) (EV) (FCEV)

Pursuing a Zero-Emission Society We participate in a comprehensive range of vehicle-related initiatives,

including the development of lithium-ion batteries, secondary use and
Electric vehicles (EVs) demonstrate that what is good for drivers and
recycling of batteries, construction of vehicle-charging infrastructure,
the planet is also good for business. Widespread use of zero-emission
helping to make smart grids a reality and standardization of charging
vehicles, which produce no CO2 emissions during operation, is an effective
methods with other manufacturers.
way of moving toward a sustainable society. The auto industry must go
Increasing uptake of zero-emission vehicles will bring lifestyle changes that
beyond simply producing and selling these vehicles to help establish the
lay the groundwork for a new mobility society. We provide more than just EVs
infrastructure necessary to make them economical to use. No company
themselves̶ we also embrace the new values that they represent.
can achieve this on its own. We consider the introduction and adoption of
zero-emission vehicles one of the pillars of our corporate strategy. We are
taking a comprehensive approach that involves boosting production and
Building a Zero-Emission Society with EVs
sales of zero-emission vehicles along with other activities coordinated with
a variety of partners to popularize their use. We are committed to becoming
a leader in the field of zero-emission vehicles. Not only are we increasing
our development and production of zero-emission vehicles, we are forging
numerous zero-emission partnerships with national and local governments,
Zero-emission vehicle
Battery engineering
electric power companies and other industries to promote zero-emission Collaborating with governments engineering, manufacturing
mobility and explore how the necessary infrastructure can be built.

Battery secondary use,
4R business
Smart grid research, Exploring possibilities Promoting EV recycling

charging networks for mobility CHAdeMO
Building charging infrastructure

Establishing Leadership in the EV Sector Nissan EV Ecosystem

Our commitment to sustainable mobility addresses concerns over climate
change and supports the sustainable growth of the company. Nissan EV Ecosystem
Our 2010 launch of the first Nissan LEAF made us pioneers of mass-
produced EVs. Since then, we have sold more than 620,000 EVs (including
joint venture sales) around the world in total, and our transformation plan,
Nissan NEXT, calls for even more Nissan EVs, designed to appeal to
Nissan EVs Nissan Energy
customers with an ever-wider range of needs.
Furthermore, our history with EVs goes deeper than simply manufacturing
and selling the vehicles themselves. We helped to establish an environment
allowing EVs to become part of our customers lifestyles, and developed the Nissan Energy Supply Nissan Energy Share Nissan Energy Storage
Nissan Energy solution for enjoying life with an EV to the fullest. Together,
Provides a range of charging Enables customers to use the The lithium-ion batteries used
these initiatives created what we call the Nissan EV Ecosystem. solutions to promote electricity stored in the in Nissan EVs are highly
As we continue to strive for a zero-emission society, we will expand and convenience and peace of high-capacity batteries of functional even after the end
mind for EV owners. Nissan EVs for various of their first life powering an
develop the Nissan EV Ecosystem even further. purposes. Electricity can be EV. With an eye to further
"shared" with homes, adoption of EVs in the future,
workplaces and local we are working on initiatives
communities to provide new for secondary use.
value to everyday life.

GRI103-2
Management of Product Initiatives 1. Adopt cleaner energy to reduce vehicle CO2 emissions
Extend electrification across all brands under the Nissan Intelligent Mobility
Key Activities in NGP2022 strategy.*1 Expand electric vehicle (EV) lineup and deploy e-POWER
The CO2 emissions of a vehicle in use are influenced not only by engine technology in core Nissan products.
performance and fuel type but also by traffic conditions and driving skills.
Decarbonizing society will require new vehicle usage patterns. Nissan takes 2. Promote technology-based driver assistance and accelerate
a threefold approach to mitigating real-world CO2 emissions that addresses connected car development and commercialization
vehicle, driver and new mobility value. In consideration of environmental performance, Nissan developed the
ECO Pedal to control excess fuel consumption during vehicle start and
acceleration in an effort to promote technologies that support eco-driving.
3. Provide new mobility value

Provide new mobility services and expand the value of vehicle use. Pursue
global expansion of V2X*2 energy management solutions (commercialization
in the United States and Europe, and expansion of LEAF to Home in Japan)
and engage with stakeholders to support V2X device commercialization.
*1 Click here for more information on Nissan Intelligent Mobility.

https://www.nissanusa.com/experience-nissan/intelligent-mobility.html
*2 V2X: Abbreviation for Vehicle to Everything, a term describing technology and systems for
handling communication in vehicles. One example of V2X technology is Vehicle-to-Grid (V2G),
which allows smart optimization of electricity supply according to demand.

GRI103-3 GRI203-1 GRI203-2 GRI302-5
Product Initiatives: Achievements CO2 Emissions from New Vehicles (Global)*

Toward a 40% Reduction in New Vehicle CO2 Emissions （%）
100 100
Nissan strives to develop technologies that maximize the overall energy
95 90.1 34.8％
efficiency of conventional internal combustion engines and improve reduction
transmission performance. We are also working to boost the efficiency of 90
electrification systems that capture and reuse kinetic energy from braking. 85
Electrification is just one of our concrete monozukuri initiatives in technical 77.7

80
73.2
innovation. We select the optimal fuel economy technologies for particular 75 70.1
vehicles, taking into consideration factors like space within the vehicle, 67.6 67.4
70
usage and economics, and bring them to market. Our goal is to reduce fuel
65 66.6 67.0 65.2
consumption and CO2 emissions without sacrificing the pleasure and ease of
60
driving.
By fiscal 2022, we aim to achieve a 40% reduction in CO2 emissions* 2000 2005 2012 2013 2014 2015 2016 2017 2018 2019 （FY）
compared to fiscal 2000 levels.
* From new vehicles in the Japanese, U.S., European and Chinese markets. In fiscal 2019, CO2 emissions in Nissan s main markets of Japan, the U.S.,
Europe, and China were 34.8% lower than fiscal 2000 levels, as measured
by Corporate Average Fuel Economy (CAFE). Especially, improved in China
from 2018 due to EV expansion and fuel consumption improvement.
* Reduction in CO2 emissions calculated by Nissan.

GRI302-5
Electrification and Internal Combustion Engine Launched in October 2017, the

new Nissan LEAF is a zero-
Initiatives emission vehicle equipped with
Nissan LEAF Sales Exceed 470,000, Further Reducing innovative semi-autonomous
Environmental Burden drive technologies like
ProPILOT, ProPILOT Park and
The Nissan LEAF emits no CO2 or other exhaust during operation. Since its e-Pedal. It offers greater power
launch in 2010, it has earned high praise for the smooth, strong acceleration output, a longer driving range
and quiet operation of its electric motor powered by a lithium-ion battery. and more convenience than Nissan LEAF
As part of our midterm plan, Nissan NEXT,, we are aiming for annual ever.
aggregate sales of 1 million 100% electric vehicles (EVs) and e-POWER The Nissan LEAF rated highly throughout the world, in Japan, it won the
vehicles by fiscal 2022. Total cumulative sales of the Nissan LEAF Japan Automotive Hall of Fame (JAHFA) Car Technology of the Year
worldwide exceeded 470,000 vehicles as of March 2020. In China, we award. In the United States, at the 2018 CES®, it was among the Best of
manufacture the Nissan Sylphy Zero Emission model, which inherits the Innovation Award winners for 2018; at the 2018 New York International
core technologies of the Nissan LEAF, for the local market. While the low Auto Show, it was recognized as the 2018 World Green Car and it also
environmental impact of Nissan s EVs is attractive, these figures were likely received the J.D. Power Engineering Award for Highest-Rated Vehicle
driven at least in part by consumer awareness of other factors, such as Redesign at the 2019 SAE International World Congress Experience. In
low fuel and maintenance costs and superior acceleration and steering Europe, it received the Best Electric Car award at the 2018 What Car?
performance. Awards.
Nissan calculations show that the Nissan LEAF and other EVs can produce This significant improvement in power output and driving range is made
fewer CO2 emissions over their entire lifecycle compared to gasoline- possible by a lighter and more compact high-capacity lithium-ion battery.
powered vehicles of the same class―from the extraction of raw materials, By adopting a new material*1 capable of storing energy at a higher density,
manufacturing, logistics and use, to end-of-life disposal. By contributing Nissan is able to decrease the battery s size while increasing its capacity.
to the shift to renewable energy, EVs play an essential role beyond This innovation made it possible to expand the Nissan LEAF s driving range
transportation in helping to achieve a low-carbon society. from 200 kilometers (JC08 mode) to 400 kilometers*2 for the new Nissan
LEAF, while at the same time improving electricity consumption.
* For more information on Nissan LEAF lifecycle assessment.
In January 2019, Nissan introduced the Nissan LEAF e+, equipped with a
>>> P107

newly developed electric powertrain Serena

that further enhances its acceleration capabilities during high speed
operation and increases its maximum speed by about 10%.*3
*1 Our newly adopted layered structure for cathode material contributes to larger battery
capacity by helping to store lithium ions at high density.
*2 322km in WLTC mode, 150 miles under U.S. EPA standards.
*3 458 km in WLTC mode. The maximum range is 226 miles under U.S. EPA standards and 385
km in European WLTP (combined cycle).
Enhancing Our 100% Electric-Motor-Powered Previous Current New model

e-POWER Drivetrain model model
In November 2016, in Japan, we launched the first vehicle to feature our * CO2 emissions calculated from the fuel consumption rate in JC08 mode
(measurement method of Japan s Ministry of Land, Infrastructure, Transport and Tourism).
innovative new e-POWER drive system: the new compact Note e-POWER.
In March 2018, the e-POWER system was further expanded to the Serena,
The e-POWER system combines an electric motor, which drives the wheels,
also for the Japanese market. Both the Note e-POWER and the Serena
with a gasoline engine that charges the vehicle s battery. e-POWER is a
e-POWER have received high praise from customers, achieving No. 1 sales
technology that balances smoothness and the strength of a 100% motor
rankings in their respective segments again in 2019 as in the previous
drive with the highest level of fuel efficiency. In addition, because the actual
year. Favorable evaluations also included receiving the 2019 annual RJC
drive comes from an electric motor, it offers driving comfort similar to that
Technology of the Year award, the Global NEV Top Innovation Technology
of an EV, making e-POWER a new powertrain completely different from the
Award at the first 2019 World New Energy Vehicles Congress (WNEVC)
hybrid systems commonly used in previous compact cars.
sponsored by the China Association for Science and Technology and
As the gasoline engine does not directly drive the wheels, it can be run
other organizations, and The Ichimura Prize in Industry for Distinguished
under optimal conditions (RPM, load) at all times to generate electricity. In
Achievement by the Ichimura Foundation for New Technology.
city driving, where it is expected to see frequent use, the Serena e-POWER
achieves top-class fuel economy* compared with standard hybrid vehicle
types.

In e-POWER Drive mode, the driver can accelerate or decelerate simply by provides a convenient and safe electrical power source that comes in handy
using the accelerator pedal, while the regenerative brake system also helps for offsite jobs and outdoor events as well as emergencies. At construction
improve fuel economy by charging the battery. sites, the e-NV200 contributes to reducing noise levels by providing
electricity in place of engine generators.
* As of when the model first went on sale, as measured in JC08 mode: Serena e-POWER,
26.2 km/L.
Progress in Plug-in Hybrid Vehicles
The e-NV200: A Practical, Sustainable City Delivery Plug-in hybrid electric vehicles (PHEVs) are hybrid cars that can run
Vehicle on electricity charged from an external source as well as fuel. With this
combination of engines and electric motors, they provide motor operation
Based on the Nissan NV200, a multipurpose commercial van, the
equivalent to EVs. We are actively developing PHEVs, leveraging Alliance
e-NV200 retains the roominess and versatility of the NV200 and adds the
technologies with a view to launching them in the future.
acceleration performance and refinement of an EV. It has been produced at
our Barcelona Plant in Spain since June 2014 and is sold mainly in Europe
as well as Japan. The e-NV200 is used by taxi services in Barcelona and
Fuel-Cell Electric Vehicles
Amsterdam. In Japan, it has been adopted by a wide range of customers, Powered by electricity generated from hydrogen and oxygen, fuel-cell
from urban delivery businesses to local authorities. electric vehicles (FCEVs) are another type of zero-emission vehicle that
Compared to commercial vehicles using internal combustion engines, does not produce CO2 or other harmful emissions. We believe that, as part
the e-NV200 reduces of building a sustainable mobility society, both FCEVs and EVs are viable
operating costs and options from an energy diversity perspective.
excels in environmental In alignment with Japanese government policies, we joined forces with
performance with reduced Toyota Motor Corp., Honda Motor Co. and other companies to establish
noise pollution and other Japan H2 Mobility, LLC (JHyM), targeting the full-fledged development
features. Equipped with of hydrogen stations for FCEVs in Japan. Addressing the key issues
two power outlets that raised during the initial stage of FCEV promotion, JHyM will ensure that
can draw a maximum of infrastructure developers, automakers and investors all do their part to
1,500 watts of power from support the successful strategic deployment of hydrogen stations and
As a mobile power source, the e-NV200 has a range of
the battery, the vehicle business applications. effective operation of the hydrogen station business in Japan.

New e-Bio Fuel-Cell Technology Announcement VC-Turbo : World s first variable compression ratio
In June 2016, Nissan unveiled an e-Bio Fuel-Cell system that runs on bio-
engine in the market
ethanol electric power. The new system ̶ a world first for automotive use ̶ The VC-Turbo is the world s first mass produced variable
features a solid oxide fuel-cell (SOFC) power generator. SOFC technology compression ratio engine, first deployed in November 2017 in the new
can produce electricity with high efficiency using the reaction of oxygen with QX50, part of our INFINITI brand s premium vehicle lineup. The VC-Turbo has
multiple fuels, including ethanol and natural gas. also been deployed in the United States and China, in the new Altima. This
Infrastructure to support e-Bio Fuel-Cell usage is relatively easy to deploy, technology, which realizes a significant improvement in fuel efficiency, has
and vehicles using this technology feature running costs as low as those of received high praise and several awards, which in Japan include the Society
EVs, promising a smooth introduction to the market. Because our technology of Automotive Engineers of Japan, Inc., Technological Development Award,
combines the efficient electricity generation of SOFC with the high energy the 54th Japan Society for the Promotion of Machinery Industry Chairman s
density of liquid fuels, it can enable driving ranges on a par with gasoline- Award, and in the United States, the 2020 Wards Wards 10 Best Engines.
powered vehicles. Commercial users that require higher uptime for their The engine swiftly selects the optimum compression ratio between 8:1 (for
vehicles should increasingly be able to take advantage of this solution high performance) and 14:1 (for high efficiency) based on driving conditions
thanks to the short refueling times it offers. and driver input. In addition to being lighter and more compact than
comparable non-turbocharged engines, the VC-Turbo delivers reduced fuel
consumption and emissions, lower noise levels and reduced vibration.

Development and Introduction of New Powertrains Initiatives for Lighter Vehicles

Nissan is working to enhance fuel economy by improving gasoline-powered Toward Lighter Vehicles
engines, the engines that are still the most widely used in the automobile
market. Making vehicles lighter is an important part of improving fuel economy.
In Europe, we adopted a new 1.0-liter, three-cylinder turbo gasoline engine Nissan promotes three methods to achieve this aim: substituting materials,
in the Nissan Juke. The new engine features gasoline particulate filters to developing better forming and joining techniques and optimizing vehicle
reduce air pollution, and improves fuel economy by 11% compared to the body structure. In terms of materials, we are rapidly expanding the adoption
previous model equipped with a diesel engine through reduced wear loss of ultra-high tensile strength steel facilitating both high strength and
and optimized designs for the combustion chamber and turbo system. formability, and in recent years, we have adopted this material for use in body
The new kei minicar Nissan Roox released in Japan in March 2020 frame parts in a wide range of vehicle models, including kei vehicles such
provides significantly improved fuel efficiency through the adoption of a new as the Nissan Dayz and Nissan Roox.
0.66 liter gasoline engine and a newly designed powertrain that combines a Further, in 2018, we adopted highly processible 980 megapascal (MPa)
new CVT with a smart and simple hybrid system. Ultra High Tensile Strength Steel for the INFINITI QX50 that can be
processed using conventional methods making it applicable for a wide range
of parts. This results in the realization of enhanced driving performance and
weight reductions, and achievement that was recognized in 2019 with the
SAE/AISI Sydney H. Melbourne Award for Excellence in the Advancement
of Automotive Steel Sheet. It also contributes to a reduction in total costs by
reducing the amount of steel used and utilizing existing production lines.
In addition to technological advances in materials and production methods,
platform improvements, high-efficiency three-cylinder engines and other
advances were adopted for the 2019 Nissan Juke and it realized to
reduce vehicle weight by more than 20 kg while improving vehicle size and
performance.
Nissan will proactively promote the development of weight reduction
technologies to reduce CO2 emissions and dependence on newly extracted
natural resources.

GRI103-1 GRI103-2
Initiatives for Partnerships with Society Nissan Energy Share

Nissan Energy: Solutions that Enrich Life and Society The electricity stored in the Nissan EV s battery can do more than just power
with EVs the vehicle; it can be shared with homes, buildings and local communities
through power conditioning systems.
As part of our efforts to help build the EV ecosystem, we launched a Using inexpensive electricity during off-peak periods and excess electricity
group of solutions we call Nissan Energy. Nissan Energy has three main generated by solar panels during daytime reduces electricity bill and helps
components, each of which is designed to support our customers lifestyles promote a model of local generation of electricity for local-consumption.
with EVs in a different way. Furthermore, Nissan Energy Share makes it possible for EVs to provide
backup power during blackouts or emergencies.
Nissan Energy Supply Local communities can connect multiple EVs to regional power grids to
Nissan Energy Supply includes various electric charging solutions that bring store or discharge electricity in accordance with power supply and demand
ease and convenience to the lifestyles of our EV customers. balance, which contributes to the stability of the entire community s power
The majority of our EV customers find it convenient to charge their EVs at supply and promotes renewable energy use. EV s high capacity batteries are
home. To help ensure that our vehicles can be safely charged, we guide highly expected as usage as social infrastructure, which enables to store
customers to use suitable charging equipment and engage qualified renewable energy like solar power of which generation is difficult to control.
installers to install electrical outlets dedicated to EVs.
The Nissan LEAF, which offers an ample driving range for daily use, utilizes
a fast-growing charging network, providing drivers with confidence during Local Energy Production and Consumption and EVs
longer distance drives and short outings. Since 2018, Nissan along with Nippon Telegraph and Telephone West
Our dedicated EV app lets customers find and check the real-time status of Corporation and NTT Smile Energy has verified the efficacy and business
charging stations. This not only makes charging easier and more convenient potential of Vehicle-to-Building (V2B) by conducting projects combining
but also provides a seamless charging experience. As of the end of fiscal remote control EV charging and discharging with solar power generation
2019, approximately 32,300 quick chargers conforming to the CHAdeMO systems in an attempt to simultaneously reduce both electric power
protocol have been installed worldwide. consumption and CO2 by reducing office building peak energy consumption.
Also, since 2018, Nissan, the Tohoku Electric Power Co., Ltd., and other
companies have participated in the Ministry of Economy, Trade and Industry
Agency for Natural Resources and Energy Virtual Power Plant Construction

Demonstration Project That Utilizes Demand-side Energy Resources. In a new solution for fixed storage batteries built with used batteries from the
anticipation of the introduction of wind power and other energy sources Nissan LEAF. To get started, we launched a proof-of-concept demonstration
of which generation varies at any time, we are conducting technical of procuring electric power from renewable energy " at 7-Eleven stores in
verifications to understand how EVs are effective in adjusting supply 10 locations across Kanagawa Prefecture. Under this scheme, 7-Eleven will
and demand aiming for Vehicle to Grid (V2G), by remotely controlling the introduce a package consisting of the Nissan LEAF electric vehicle and fixed
charging and discharging of multiple EVs. storage batteries built with used batteries from the Nissan LEAF. The Nissan
LEAF, which will be introduced as a commercial vehicle, will become a
Nissan Energy Storage stationary storage battery after its use as a car has ended. The introduction
of a package like this facilitates the creation of a circular system that takes
The life of an EV battery is not over when it has finished its first life of
into account the reuse of batteries.
powering a car. As more and more customers switch to EVs, the supply of
batteries capable of secondary use is expected to increase significantly.
In 2010, Nissan, as an EV pioneer, joined forces with Sumitomo Corp. to
Launched Testing to Expanding EV Usage in California
establish 4R Energy Corp., which specializes in repurposing lithium-ion California s active promotion of five million zero-emission vehicles by 2030
batteries. The intention is to fully utilize resources by promoting the four Rs has helped make it the U.S. state with the largest volume of private EV
of lithium-ion batteries̶ reuse, resell, refabricate and recycle ̶ with the aim sales. Even so, drivers still tend to use EVs for short-distance travel such as
of building an efficient cycle of battery use. shopping or commuting. At the request of NEDO, and with the California
government s cooperation, Nissan Motor Co., Ltd. (NML) and Kanematsu
Reuse system realized using EV batteries Corp. started a project in November 2016 in partnership with U.S. charging
infrastructure service provider EVgo to install over 55 fast chargers in
In conjunction with 4R Energy Corp., Nissan aims to create secondary usage
more than 25 new locations along one of California s most important travel
method business models compatible with the capacity changes of individual
arteries. Additionally, the project has created information service systems
Nissan EVs and batteries that will be fully utilized (cascade reuse) throughout
to guide EV users to the most appropriate fast charger. These initiatives are
the electric vehicle lifecycle.
part of a pilot business to demonstrate the efficacy of expanding the driving
In September 2019, Nissan and 4R Energy announced the establishment of
range of EVs. The project is designed to expand the driving range of EVs

to include intercity travel, and will run until September 2020, collecting and for the 2020 Tokyo Olympics and Paralympics, we have been testing
analyzing a range of EV data to establish models for further expansion of EV ultracompacts as rental cars for sightseeing on the island of Shikine-jima,
usage. Tokyo, since May 2018. This is a trial business aimed at expanding the use of
EVs on small islets, an idea promoted by the Tokyo metropolitan government.
The Nissan New Mobility Concept We make full use of the knowledge and information acquired from all of
our nationwide projects, offering advice on new uses for EVs and ways to
The Nissan New Mobility Concept is an ultracompact 100% electric vehicle
improve traffic flow and implement smart mobility for the next generation.
that was developed in response to social trends like rising numbers of senior
citizens, single-member households and the increasing use of automobiles * For more information on Climate Change (Products)
for short-distance trips by just one or two people. Even smaller than a kei >>> P213
minicar, the Nissan New Mobility Concept offers the driver excellent visibility
and a good feel for the dimensions of the vehicle, making it an ideal choice
for use in residential neighborhoods and other areas with narrow streets and
poor visibility, as well as regional cities and islands pursuing compact-city
policies.
Since fiscal 2011, with cooperation from Japan s Ministry of Land,
Infrastructure, Transport and Tourism (MLIT), we have conducted tests
and surveys through driving trials held together with corporations and
local governments. Based on MLIT s January 2013 announcement of an
authorization system for use of ultracompact vehicles on public roads, we
are currently testing vehicles in 25 areas, including the area covered by
Choimobi Yokohama, a round-trip urban ride-sharing service that we operate
together with the city of Yokohama. To date, the vehicles have mainly been The Choimobi Yokohama round-trip ride-sharing service using
used for tourist purposes as part of regional revitalization, but, in preparation the Nissan New Mobility Concept.

GRI103-1 GRI103-2
Policies and Philosophy for Corporate Activity Long-Term Vision and Road Map
Initiatives Long-Term Vision of Reducing CO2 Emissions from Corporate Activities
As a long-term vision for climate change, we aim to realize an 80% reduction
Reducing CO2 Emissions from Corporate Activities in CO2 emissions per vehicle from corporate activities by 2050 (vs. 2005).
Nissan is taking steps to reduce its greenhouse gas emissions from
corporate activities by promoting energy efficiency measures and also the NGP2022 Long-Term Vision
use of renewable energy.
100%
Based on calculations incorporating the findings of the Fourth Assessment 20% 30% 80%
Report from the Intergovernmental Panel on Climate Change (IPCC), Nissan
established the goal of reducing its overall corporate CO2 emissions by 80%
compared with 2005 levels by 2050. As part of the Nissan Green Program
2022 (NGP2022), we set the midterm goal of a 30% reduction in overall
corporate CO2 emissions by 2022. Manufacturing is our largest emissions
source, but we are also aiming to reduce greenhouse gas emissions from
logistics, offices and dealerships, setting targets and taking action in each
area.
2005 base 2016 2022 2050
* CO2 emission per vehicle

GRI103-2
Management of Corporate Activity Initiatives

NGP2022 Objectives
Targets for each link in the value chain under the Nissan Green Program
2022 (NGP2022) aimed at achieving our long-term goals in 2050 are as
follows: Manufacturing Logistics
Overall: 30% reduction in CO2 emissions from global corporate activities by 36% reduction in CO2 12% reduction in CO2
2022 (vs. 2005/per vehicle sold) emissions from logistics
emissions from global
in Japan, North America,
manufacturing sites by
Europe and China by 2022
2022 (vs. 2005/per vehicle
(vs. 2005/per vehicle
manufactured) manufactured)
Offices Dealerships
12% reduction in CO2 12% reduction in CO2
emissions from global offices emissions from dealerships in
by 2022 (vs. 2010/per floor Japan by 2022 (vs. 2010/per
area) floor area)

Corporate Activity Initiatives: Achievements to control at low temperatures, realizing a low-temperature body paint. This
enables the simultaneous painting of the body and bumpers, reducing CO2
30% Reduction in Emissions from Corporate Activities emissions by 25%. In the past, residual airborne paint was mixed with water
In fiscal 2011, Nissan broadened the scope of its CO2 reduction objectives and disposed of as waste. However, the adoption of dry booths do not use
to include logistics, offices and sales companies, as well as production sites. any water at all and enable to collect 100% of the residual airborne paint,
We expanded our emission-related initiatives, introducing high-efficiency which is reused as an alternative to auxiliary agents to remove impurities in
equipment, energy-saving measures and the use of renewable energy, and the iron casting process.
also strengthened our management of these initiatives. Our objective is to
* Click here for more information on Nissan Intelligent Factory
reduce CO2 emissions associated with corporate activities by 30% globally
https://global.nissannews.com/en/releases/release-ca298f94d2418782118342f5fd0448b6-
by fiscal 2022 compared to fiscal 2005 levels, as measured by the index of 191128-02-e
CO2 emissions per vehicle (total emissions generated from Nissan global
corporate activities divided by total Nissan vehicles sales volume). In fiscal
2019, we achieved a 34.0% reduction from the fiscal 2005 t-CO2 /vehicle
level.
* Global CO2 emissions per vehicle: The total volume of CO2 emissions produced through
Nissan s corporate activities globally divided by the number of Nissan vehicles sold globally.
Next-Generation Vehicle Manufacturing Concept: Nissan

Intelligent Factory
In line with the acceleration of vehicle electrification, intelligence and
the Nissan Intelligent Mobility concept promoted by Nissan, vehicle
functions and construction are becoming increasingly complex. As further
technological innovations will be essential in the production process, we
announced the Nissan Intelligent Factory vehicle manufacturing concept.
These innovations include Nissan s development of a new water-based paint
that successfully controls the viscosity of body paint, which had been difficult

GRI302-1 GRI302-4
Saving Energy in Global Production booths can reuse air without dehumidifying it, reducing energy consumption
to less than half its previous levels.
Most CO2 emissions in the manufacturing process come from the
consumption of energy generated by fossil fuels. We engage in a variety of *1 Source: Nissan
energy-saving activities in the manufacturing process in pursuit of the lowest
energy consumption and CO2 emissions of any automaker. Three-Wet Paint Process (Combined Primer and Topcoat Application)
In the realm of automotive production technology, we are introducing highly
Conventional Primer Topcoat
Primer
efficient equipment, improving manufacturing techniques and using energy- process
Preparation
Primer
oven finishing (base and
clear coat)
Topcoat
oven Topcoat
Electrocoating finishing
saving lighting in our assembly plants. Another key approach is our three- Vehicle Sealing Assembly
body
wet paint process. Vehicle painting is responsible for approximately 30% of
Processes consolidated in single primer booth
all CO2 emissions from plants; and shortening or eliminating baking stages
New
substantially reduces emissions. process
Preparation
Primer Topcoat
(base and
Topcoat
clear coat) oven Topcoat
The three-wet paint process adopted by Nissan removes the need to bake Vehicle
Electrocoating
Sealing
finishing
body Assembly
between the primer and the topcoat layers. Instead, layers are applied
successively before baking, reducing CO2 emissions by more than 30%*1, Oven process
Reduces CO2 emissions by applying primer and topcoat (base coat and clear coat) layers in
according to our calculations. Starting in 2013, we introduced this process
succession, combining two processes ( ① and ② in the upper diagram) into one ( ① in the lower
at Nissan Motor Kyushu (NMK), the Smyrna Plant in the United States, the diagram).
second Aguascalientes Plant in Mexico (operational since November 2013),
the Resende Plant in Brazil (operational since February 2014) and the
COMPAS (Cooperation Manufacturing Plant Aguascalientes) manufacturing At the same time, in the powertrain production technology area, Nissan
complex, a joint venture with Daimler México that started operations in is working to reduce holding furnace energy usage in cast iron melting
December 2017, as well as the Sunderland Plant in the United Kingdom processes conducted by the Casting Division. Traditionally, in the melting
(operational since September 2018). At NMK, we were able to adopt the process, two holding furnaces were used to store two types of cast
three-wet process with no shutdown of production lines, and as a result iron melts with adjusted carbon and sulfur component contents. Now,
successfully shortened total production time. We also adopted dry paint intermediate molten metal with a low carbon and sulfur content is stored in
booths at our Sunderland Plant in the United Kingdom. Previously, systems one holding furnace. When transporting from the holding furnace to another
for recycling air expelled from booths for reuse needed dehumidifying process, the ingredients are adjusted by adding additive materials, creating
processing to ensure that the air was at the humidity required. Dry paint two types of molten metal and making it possible to eliminate one holding

furnace. As a result, power consumption was reduced by approximately To reach our defined objectives for CO2 emissions and energy use, we solicit
3,600 MWh per year (CO2 conversion: Approximately 1,700 tons per year; oil facility proposals from each global site, preferentially allocating investment
conversion amount: Approximately 900 kiloliters per year). This corresponds based on the potential CO2 reduction compared to project costs. Making
to about 11% of the power consumed in the melting processes conducted the value of carbon a key factor in internal evaluations lets us invest more
by the cast iron factory located onsite at the Tochigi Plant. In light of this efficiently and be more competitive. In Japan, we converted outdated
achievement, Nissan won the Agency for Natural Resources and Energy facilities into cutting-edge high-efficiency facilities with investments to
Award in the Small Group Activities category at the Energy Conservation improve energy efficiency, including energy-saving roof insulation upgrades.
Grand Prize Awards for fiscal 2019, sponsored by The Energy Conservation Our plants use finely controlled lighting and air conditioning for low-energy-
Center, Japan (ECCJ). use and low-energy-loss operations. We promote CO2 emission reduction
activities and introduced cutting-edge energy-conservation technology from
Japan in our plants worldwide. Around the globe, our plants learn and share
Cast iron melting process best practices with each other, while Nissan Energy Saving Collaboration
(NESCO)*2 diagnoses energy loss at plants in regions where it is active and
proposes new energy-saving countermeasures. These proposals amount to
Before After
Cupola Cupola
a potential reduction in CO2 emissions of some 53,000 tons*3 in fiscal 2019,
according to our calculations.
Desulfurization Two kinds of molten metal
Desulfurization/ process Gray cast iron
When sourcing energy, we consider the balance of CO2 emissions for the
carburization
process Improvement Intermediate molten metal Ductile cast iron
entire company alongside renewable energy usage rate and cost, choosing
Gray cast iron Ductile cast iron
suppliers best suited for achieving each goal. Through such activities,
CO2 emissions per vehicle produced in fiscal 2019 were brought down to
Holding furnace
approximately 0.51 tons, a reduction of 30.1% from the fiscal 2005 level.
Holding furnace Holding furnace
Adding additives
*2 Established in Japan in 2003, then in Europe, Mexico and China in 2013

*3 Source Nissan

Energy Input （FY）（FY）
Unit 2015 2016 2017 2018 2019 Unit 2015 2016 2017 2018 2019
Total MWh 9,683,528 10,189,082 9,532,840 9,252,737 8,443,465 External
By region Electricity

(purchased)
MWh 4,979,114 5,247,663 4,755,897 4,711,467 4,445,380
Japan 4,115,353 4,497,562 4,084,912 3,700,532 3,522,281 Renewable

MWh
energy*1
MWh 141,076 157,226 133,212 135,574 153,773
North America 2,583,613 2,643,303 2,452,299 2,570,438 2,269,797 Chilled

MWh
water
MWh 12,116 12,919 6,661 7,487 7,025
Europe 1,107,279 1,093,103 1,126,186 1,048,201 838,714 Heated

MWh
water
MWh 4,630 4,690 5,000 5,000 5,000
Other MWh 1,877,283 1,955,115 1,869,443 1,933,566 1,812,673 Steam MWh 100,000 136,593 128,038 102,324 126,811
By energy source Internal
Primary Electricity
(in-house MWh 9,423 11,847 14,609 13,214 12,164
generation)
Natural gas MWh 3,346,141 3,537,674 3,701,640 3,579,998 3,126,933
Renewable
energy*2
MWh 9,423 11,847 14,609 13,214 12,164
LPG MWh 303,826 249,426 179,945 191,405 175,996
Coke MWh 206,307 217,431 218,618 200,527 172,500 Total renewable MWh 150,499 169,073 147,821 148,788 165,937
energy
Heating oil MWh 188,943 209,232 147,522 113,200 91,315
*1 Volume of renewable energy in electricity purchased by Nissan.
Gasoline MWh 302,564 303,040 299,000 259,045 241,010 *2 Volume of renewable energy generated by Nissan at its facilities and consumed for its own
purposes.
Diesel MWh 55,099 57,488 48,259 53,074 23,044
Heavy oil MWh 34,289 43,853 27,652 15,995 16,287

Energy Inputs and Energy Consumption Carbon Footprint of Corporate Activities （FY）
The total energy consumption of our global corporate activities during fiscal 単位 2015 2016 2017 2018 2019
2019 was about 8.443 million MWh, a 9% decrease from fiscal 2018. This Scope 1 t-CO2 926,790 963,661 912,476 889,444 765,370
reduction was primarily due to the promotion of energy-saving activities at

Scope 2 t-CO2 2,547,951 2,614,028 2,394,109 2,339,883 2,173,236
facilities and a decline in total production volume. Production sites globally
accounted for 7.486million MWh* of total energy consumption. Scope 1+2 t-CO2 3,474,741 3,577,689 3,306,584 3,229,327 2,938,606
Japan t-CO2 1,479,572 1,579,089 1,333,335 1,208,303 1,142,233

* This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please
see here. North
t-CO2 800,724 823,340 683,332 738,234 607,605
>>> P100 America
Europe t-CO2 208,088 176,285 228,998 221,692 182,973

* Energy inputs and CO2 emissions at global production sites are assured by a third party.
Other t-CO2 986,359 998,976 1,060,920 1,061,098 1,005,794
（MWh）
10,189,082 Scope 3 t-CO2 144,145,000 150,462,000 213,715,000 203,106,900 173,138,601
9,683,528 9,532,840
10,000,000
9,252,737
8,443,465
8,000,000 4,115,353
4,497,562
4,084,912 In fiscal 2019, the total of Scope 1 and 2 emissions was 2.939 million tons.
3,700,532
3,522,281 Japan Total CO2 emissions from manufacturing processes were 2.408million tons
6,000,000 (Scope 1 emissions: 0.670million tons; Scope 2 emissions: 1.738million
2,583,613 2,643,303 2,452,299 2,570,438 tons).*
North
4,000,000 2,269,797
America
1,107,279 1,093,103 1,126,186 1,048,201 * This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please
838,714 Europe
2,000,000 see here.
1,877,283 1,955,115 1,869,443 1,933,566 1,812,673 Other >>> P100
0
2015 2016 2017 2018 2019 （FY）

GRI302-1 GRI302-4
Carbon Footprint of Manufacturing Activities Promoting Renewable Energy

（1,000t-CO2） Nissan takes three approaches toward promoting the adoption and
3,138
3,000 2,824
2,610
integration of renewable energy in line with the characteristics of each
2,426 2,418 region: (1) generating our own power in company facilities; (2) sourcing
energy with a higher proportion of renewables; and (3) leasing land, facilities
2,000
and other assets to power companies.
As an example of the first approach, our Sunderland Plant in the United
1,000
Kingdom introduced 10 wind turbines supplying up to 6.6 MW of power.
The plant also has a 4.75-MW solar farm, installed in 2016, and together
0 2005 2016 2017 2018 2019 (FY) these renewable sources account for about 8% of the power it uses. At our
Iwaki Plant, the guest hall for plant visitors is powered by solar energy. By
storing surplus electricity in secondhand Nissan LEAF batteries, the plant
both stabilizes the energy supply and uses resources more effectively. At
the Huadu Plant of Dongfeng Nissan Passenger Vehicle (DFL-PV) in China,
solar panels with a total capacity of 30 MW have been in operation since
Manufacturing CO2 per Vehicle Produced 2017, providing roughly 8% of the electricity used at the plant
Regarding the second approach, our first Aguascalientes Plant in Mexico
（t-CO2/vehicle） In fiscal 2019, our manufacturing
0.8 0.73 actively uses energy generated from biomass gas and wind power and has
CO2 emissions per vehicle
achieved a renewable energy usage rate of 50% since 2013.
produced were 0.51 tons, 30.1%
0.6 0.53 0.50 0.49 0.51 Finally, we leased approximately 350,000 square meters of unused land
less than fiscal 2005.
in Oita Prefecture for solar power generation in May 2013, and the roof of
0.4
group company Nissan Kohki s Samukawa Plant was leased for the same
purpose in January 2014.
0.2
Through these efforts, we have enhanced the renewable energy usage rate
0.0 2005 2016 2017 2018 2019 （FY） at our production plants as part of reducing CO2 emissions. In fiscal 2019,
our renewable energy usage rate reached 10%.

*In addition, we installed a solar farm (with an output of approximately 200 kW) at a plant in in Japan are now transported by sea. Parts shipments to NMK from the
Spain.
Kanto area in and around Tokyo are nearly all conducted by rail and ship. The
Japanese Ministry of Land, Infrastructure, Transport and Tourism (MLIT) has
More Efficient Logistics and Modal Shifts recognized Nissan as an outstanding enterprise for this modal shift to sea
In 2000, Nissan began sending chartered trucks for pickup and delivery transport.
of parts. This approach ̶ adopted widely across the company, including at At Nissan sites outside Japan, transport methods are selected to best
overseas manufacturing sites̶ has increased global operational efficiency. match the local geographical conditions. Transport of completed vehicles is
We work together with suppliers to optimize the frequency of deliveries and increasingly shifting from truck to rail or ship, depending on the destination.
transport routes and improve packaging specifications for better loading In China, we are increasing the proportion of completed vehicles that are
ratios so fewer trucks are required. We are also pursuing a modal shift from transported domestically by ship or rail.
trucks to rail for transport. Since 2010, we have also been promoting the use of energy-efficient
Through a 2014 expansion of this approach to include cooperative transport vessels for sea shipments of our vehicles. Today, our fleet has grown to
of production parts with other original equipment manufacturers (OEMs), include seven energy-efficient car carriers.*1
in addition to complete vehicles and service parts, we are seeking further As we expand our global logistics operations, we will continue to increase
efficiency in this area. We work from the design stage of new vehicles efficiency and effect a modal shift in transportation, targeting a 12%
to reduce transportation distances by sourcing necessary production reduction in CO2 emissions by fiscal 2022 compared to fiscal 2005 levels,
components for plants through localization as much as possible. as measured by the index of CO2 emissions per vehicle.*2 In fiscal 2019, CO2
Our engineers devise efficient packaging for the huge number of parts emissions per global vehicle were approximately 0.38 tons̶ a reduction of
of different shapes and materials that go into automobiles. Through about 11.5%.
simultaneous-engineering logistics, we work from the design stage to create
*1 More information can be accessed on Nissan s energy-efficient car carriers page.
parts and develop new vehicles that enhance transportation efficiency, as
*2 Total emissions generated from transportation to Nissan manufacturing sites and retail
well as reduce parts shipments per vehicle. outlets in Japan, North America, Europe and China divided by the total number of vehicles
In container transport, we have taken a range of measures to improve transported.
container filling rates for parts transport, from 40-foot high cube containers * Data related to climate change (initiatives through corporate activities) is also available here.
>>> P217
to software simulations that reduce wasted container space.
We constantly review transport methods and are currently undertaking a
modal shift to rail and maritime transport. Some 80% of completed vehicles

CO2 Emissions from Logistics （FY） CO2 Emissions per Vehicle Transported
Unit 2015 2016 2017 2018 2019
（t-CO2/vehicle） In fiscal 2019, CO2 emissions
Total t-CO2 1,598,891 1,926,477 1,567,248 1,482,982 1,144,338 0.5 per vehicle transported were
0.43
0.39 0.38 0.38
0.4 0.37 0.38 tons.
Inbound* t-CO2 797,034 809,088 739,610 762,314 582,957
0.3
Outbound* t-CO2 801,857 1,117,389 827,638 720,667 561,381
0.2
Sea ％ 18.3 17.8 20.0 19.9 21.1 0.1
Road ％ 65.7 62.1 64.6 60.3 64.1 0.0 2005 2016 2017 2018 2019 (FY)
Rail ％ 5.4 5.6 7.0 6.7 5.9

Office Initiatives
Air ％ 10.6 14.5 8.4 13.1 8.9
We promote efforts to reduce CO2 emissions at Nissan offices in Japan,
* Inbound includes parts procurement from suppliers and transportation of knockdown parts;
Outbound includes transportation of complete vehicles and service parts. North America, Europe and China.
* Value in 2016 were corrected after recalculation. In Japan, through Nissan Trading, we operate the Nissan Power Producers
and Suppliers (PPS) scheme, sourcing clean energy for which CO2
emissions and costs have been taken into account through Japan s PPS
In fiscal 2019, CO2 emissions from logistics were 1,144,338 tons,
system. In 2019, approximately 26,657 MWh of clean energy was supplied to
down approximately 23% from the previous fiscal year. Emissions from
five Japanese business locations.*
transportation of parts and completed vehicles declined due to air freight
NESCO teams have also expanded the scope of their activities beyond
reduction and production volume reduction in China and North America
production plants to contribute to reducing emissions in the Nissan
decreasing our overall CO2 emissions.
Technical Center in Atsugi.
Our efforts go beyond just CO2 management. We are pursuing other
environmentally-friendly policies, such as improving our video and telephone
conference facilities and using software to bring participants in multiple
locations together when they need to share documents. This reduces the

number of business trips required worldwide, improves workplace efficiency Dealership Initiatives
and reduces costs.
Nissan promotes CO2 management at dealerships with the aim of reducing
* Global Headquarters, Sagamihara Parts Center, Nissan Education Center, Customer Service
total emissions per floor area by 1% each year. Our retail outlets also work
Center and Honmoku Wharf (all in Kanagawa Prefecture). continually to increase energy efficiency. Many have adopted high-efficiency
air conditioning, insulation films, ceiling fans and LED lighting. During
GRI103-1 GRI103-2
renovation work, some outlets have installed lighting systems that make use
Green Building Policy of natural daylight, as well as insulated roofs. In addition, to source electricity
Based on ISO 14001 management processes to evaluate environmental with low environmental load, we have broadened supply from PPS systems,
impact, we make it a key task to optimize our buildings during construction including our own, to provide 123,115 MWh of power (equivalent to an annual
or refurbishing to make all our structures greener. Evaluation metrics in this reduction of some 1,045 tons in CO2 emissions) to 760 retail outlets in the
area include environmental footprint, such as CO2 emissions; waste and Kanto, Chubu, Tohoku, Kansai, Chugoku and Kyushu regions.
emissions from construction methods; and use of hazardous materials and Since April 2000, we have run a unique environmental facility certification
other quality control issues. Furthermore, one performance index for Nissan system based on ISO 14001 for dealerships called Nissan Green Shop.
in Japan is MLIT s Comprehensive Assessment System for Built Environment Our environmental policy requires all dealerships in Japan to meet certain
Efficiency (CASBEE)*. standards and undergo annual audits
Among our current business facilities, our Global Headquarters in the city of performed by our teams. The dedicated
Yokohama has earned CASBEE s highest S ranking, making it the second evaluation sheet has a total of 84 key
Nissan structure to do so following the Nissan Advanced Technology Center performance indicators (KPIs) and
(NATC) in Atsugi, Kanagawa Prefecture. is regularly revised to reflect the
Global Headquarters gained a Built Environment Efficiency Rating of 5.6, requirements of national legislation,
the highest CASBEE rating for a new structure, making it one of Japan s local communities and the Nissan Green
greenest office buildings. The building s use of natural energy sources to Program (NGP). Solar panels installed on the roof
reduce its energy usage and its CO2 emissions were evaluated highly, as of a Kanagawa Nissan dealership.
Power from the panels is supplied to
were its methods of water recycling and its significant reduction in waste
dealerships through the Nissan PPS
produced. system.
* Comprehensive Assessment System for Built Environment Efficiency

AIR QUALITY
GRI103-1 GRI103-2
Air Quality Policies and Philosophy partnership with national and local governments, electric power companies
and other industries.
Nissan approaches air quality by focusing on two points: greener exhaust
emissions and providing a pleasant in-cabin environment to customers.
2. Enhancing Internal Combustion Engines
In this way, we will strive to consider ecosystems while pursuing mobility
that provides more comfort and security to customers. According to the We have proactively set voluntary standards and emission-reduction targets
State of Global Air 2018 report issued by the U.S.-based Health Effects for conventional internal combustion engines. With the ultimate goal of
Institute (HEI), 95% of the world s population currently lives in regions making automotive emissions as clean as the atmosphere itself, we have
where particulate matter smaller than 2.5 μm (PM2.5) exceeds the 10 μ developed a wide range of technologies and achieved the results listed
g/m3 basic level specified by World Health Organization (WHO) Air Quality below through cleaner combustion technologies, catalysts for purifying
Guidelines. Furthermore, the Organization for Economic Cooperation and emissions and countermeasures against gas vapors from gasoline tanks.
Development (OECD) predicts that the global population will exceed 9 billion We will continue our efforts to ensure cleaner exhaust emissions from
by 2050, with around 70% of people concentrated in cities, making air internal combustion engines, which remain the most commonly used in the
pollution in urban areas an even more pressing issue. automotive market.
For an automaker, air pollution stands alongside climate change and
congestion as an issue for cities in particular that must be remedied. Nissan •Sentra CA (released in the United States in January 2000): The
is advancing its efforts to improve air quality with two approaches: world s first gasoline-powered vehicle that satisfied all the exhaust gas
requirements set by the California Air Resources Board to receive Partial
1. Promoting Zero-Emission Vehicles Zero Emissions Vehicle (PZEV) certification.
•Bluebird Sylphy (released in Japan in August 2000): The first passenger
Electric vehicles (EVs), such as the Nissan LEAF, which has cumulative vehicle made in Japan to achieve Ultra-Low Emission Vehicle (U-LEV)*
global sales of more than 470,000 units as of March 2020, are an effective certification.
tool for reducing air pollution in urban areas. As a leader in this field, we
are promoting zero-emission mobility and infrastructure construction in * U-LEV: Vehicle that produces 75% less nitrogen oxide (NOx) and nonmethane hydrocarbon
(NMHC) than the 2000 emission standards level in Japan.

Improving In-Cabin Air Quality Reducing VOC Emissions from Production

With autonomous drive technologies currently in development and projected Nitrogen oxide (NOx), sulfur oxide (SOx) and VOCs are recognized as
to be in practical use from 2020, drivers are expected to spend more time in common forms of emissions created by vehicle manufacturing facilities. We
their vehicles, making it even more important for that space to be pleasant are taking firm measures to ensure that management standards and systems
and safe. The Nissan Green Program 2022 (NGP2022) is calling for for atmospheric emissions are thoroughly followed; and working to reduce
research and development not just to make exhaust emissions cleaner but both VOC exhaust volumes and the use of VOC-emitting substances to
also to improve in-cabin air quality as well. levels lower than required by national regulations.
As part of our continued efforts concerning volatile organic compounds We are actively working to increase the recovery of cleaning solvents
(VOCs)* such as formaldehyde and toluene, Nissan is further reviewing and and other chemicals in order to reduce the amounts of these substances
reducing materials for seats, door trim, floor carpet and other parts as well emitted from our plants ahead of the implementation of new regulations
as adhesives. We voluntarily set more stringent standards than those of the in each country where we operate. Also, we are systematically introducing
Japanese government and automotive industry body regulations, and have water-based paint lines that emit fewer VOCs and improving thinner-solvent
applied them to all new vehicles introduced to the market from July 2007 recycling rates to reduce our use of VOC-emitting substances.
onward. As one example, the water-based paint line in the Nissan Motor Kyushu
Plant has VOC emissions of less than 20 grams per square meter of painted
* VOCs: Organic chemicals that readily evaporate and become gaseous at normal temperature surface, which is top-class in the industry. These lines have also been
and pressure conditions.
adopted at two Aguascalientes plants in Mexico, the Resende Plant in Brazil,
the Smyrna Plant in the United States, the Huadu Plant in China and other
plants.
Additionally, we have adopted low-NOx burners as the heat source for the
ovens and boiler equipment used in the car painting process and promote
the switch from heavy oil and kerosene to fuels with low SOx emissions to
reduce the emission and concentration of NOx and SOx.

GRI103-3 GRI305-5 GRI305-7
Air Quality: Achievements Compliance with Emissions Regulations (By Region) （FY）
unit 2019
Compliance with Emissions Regulations (Passenger
Cars Only) 75% lower than 2005 standard and
Japan ％ 92.1
50% lower than 2018 standard
Nissan not only works to develop and promote zero emission electric
vehicles (EVs) but continues to promote cleaner exhaust emissions from
Europe Euro 6b/c ％ (TBD)*
all of our engines. For example, the Qashqai released in Europe in October
2018 has a new fuel-efficient 1.3-liter turbo gasoline engine fitted with U.S. U-LEV/SULEV/ZEV ％ 99.8
a particulate filter that meets the Euro 6d-Temp* emissions standard. In
Japan, our e-POWER electrification technology has resulted in a significant China National 5 ％ 100
lowering of fuel consumption while achieving 75% reductions in exhaust
* Passenger cars and light commercial vehicles only.
emissions from 2005 standards. As part of these efforts, our compliance To be updated in WEB site after EUR result is available.
with emissions regulations goes far beyond current legal requirements to
meet more stringent specifications. Due to differences in regulations, there
is no direct way to compare by region or country, but the table below shows
the percentage of Nissan vehicles in each location produced to the strictest
local standards.
* Euro 6d-Temp: All Euro 6 standards and the initial Real-Driving Emissions (RDE) limit for new
car models.

Plant Emission Management Lower VOC Emissions

We thoroughly implement systems and control standards at our production Volatile organic compounds (VOCs), which readily evaporate to become
plants to reduce the amount of air pollutants emitted during operation. Our gaseous in the atmosphere, account for approximately 90% of the chemicals
air pollution control targets are more stringent than those mandated by the released as the result of our vehicle production processes. Lowering VOC
countries in which we operate. emissions is a challenge that we are working to address. We strive to
In Japan, we have adopted strict measures for emissions of NOx and SOx increase our recovery of cleaning solvents and other chemicals in order to
pollutants from our factories, reducing the amount of these emissions to limit the amounts of these substances emitted from our plants ahead of
one quarter of the levels emitted in the 1970s. We have lowered NOx and implementation of new regulations in each country where we operate, while
SOx emissions by introducing low-NOx burners in the ovens and boilers also advancing planned measures to increase the recycling rate for waste
that provide heat for painting lines, and by switching the fuel used by those solvents. We are also introducing water-based paint lines that limit VOC
burners from heavy oil and kerosene to alternatives with low SOx emissions. emissions to less than 20 grams per square meter of painted surface. We
have adopted these lines in Nissan Motor Kyushu as well as at two plants in
Aguascalientes in Mexico, the Resende Plant in Brazil, the Smyrna Plant in
the United States, the Huadu Plant in China and the Sunderland Plant in the
United Kingdom. We achieved a reduction of 27.2% in fiscal 2019 in VOC
emissions per painted surface area compared with fiscal 2010 levels.
* For more information on Air Quality.

>>> P223

RESOURCE DEPENDENCY
GRI103-1 GRI103-2
Resource Dependency Policies and Philosophy Long-Term Vision for Reducing Resource Dependency
Resource usage
With the world s population forecast to exceed 9 billion by 2050, demand for per vehicle
natural resources like minerals and fossil fuels is set to rise. This makes it 100%
even more important to maximize the value obtained from these resources. 20% Non-new material resources,
The Sustainable Development Goals (SDGs) adopted by the United Nations such as recycled materials and
biomaterials 70%
in 2015 also emphasize the importance of managing resources sustainably
and using them efficiently.
Automobiles are made of many components, incorporating a diverse range 80%
of resources. The combination of these resources creates new value. In New material resources
addition to using resources as efficiently as possible, Nissan has increased 30%
its resource diversification and improved the proportion of renewable
resources and recycled materials among them. Giving due consideration
2010 2050
to ecosystems, we must become more competitive as we pursue green
growth. Working toward the long-term vision of reducing dependency on new
materials by 70% by 2050, we are striving to minimize our use of natural GRI103-2 GRI103-3
resources in order to maintain our new resource usage at 2010 levels.
Resource Dependency Management
In order to use the Earth s precious and limited resources efficiently, the
environmental impact when extracting these resources must be kept to a
minimum. At the same time, waste generated during vehicle production and
scrap from end-of-life parts must be recycled as extensively as possible
without compromising quality, producing materials that can be used in the
same types of products. Based on this approach, known as closed-loop

recycling, we have focused our efforts on recycling steel, aluminum and Nissan s Circular Economy Concept
resin ̶three kinds of material which account for a large proportion of vehicle
content yet also have a major impact on the environment. Less energy, more efficient Wider range of
Promote reuse material usage applications for cars
As part of the Nissan Green Program 2022 (NGP2022), Nissan is and resource
developing systems for using resources efficiently and sustainably efficiency
across their entire lifecycle, and has adopted the concept of the Circular
Economy to maximize the value it provides to customers and society. In an Design Mobility services
attempt to use resources efficiently with less energy, we will promote the Purchase
use of recycled materials and recycling end-of-life vehicles, and strive to Manufacturing
Recycle Remanufacture Reuse Repair Connected
incorporate reusable resources in our activities at the design, purchasing

and manufacturing stages. We are using fewer resources overall, both
through appropriate use of chemical substances and making vehicles more
lightweight. We will continue to promote the efficient use of resources with
further reduced energy requirements and the expanded use of repaired
and remanufactured parts as well as the secondary use of electric vehicle
(EV) batteries in the vehicle use stage, and foster the development of
biomaterials and dieless forming technology for practical use. We will also
increase the value cars provide to society and ensure that cars can be put to
best use by promoting electrification and autonomous drive in our products,
pursuing connectedness and providing mobility services such as ride
sharing.

GRI103-3 GRI301-2 GRI301-3
Resource Dependency: Achievements automobiles by weight. Nonferrous metals made up another 15% and resins
14%, with miscellaneous materials making up the final 10%. To further
Reducing Dependence on Newly Extracted Resources reduce our use of natural resources, we are advancing initiatives to expand
to 70% the use of recycled materials in each of these categories.
Demand for mineral and fossil resources is rising rapidly with the growth of We are taking steps to reduce the steel and aluminum scrap left over in
emerging economies. According to forecasts, if growth in extraction volumes the manufacturing process, and working globally with business partners to
continues, all currently known mineral resources will have been extracted collect and reuse this scrap as material for new vehicles through closed-
by 2050. There are some existing mining sites and others under exploration loop recycling initiatives. For example, we use electric-furnace sheet steel
that are located in areas with vulnerable local ecosystems, generating made from steel scraps in the Rogue, Murano and other vehicles produced
concern about the environmental effects of topsoil excavation, deforestation in North America. End-of-life aluminum wheel rims are also collected for
and wastewater. recycling to be used in new wheel and chassis components. In fiscal 2019,
To address these issues, Nissan has implemented a policy of minimizing we collected about 3,000 tons of used wheel rims.
the use of newly extracted natural resources and maximizing the use of
recyclable materials from the early development stage while also making
structural improvements to facilitate recycling. We are also reducing the use Initiatives to Expand Use of Recycled Materials (Resins)
of resources in the manufacturing process and making more efficient use of In addition to our initiatives to expand use of recycled steel and aluminum,
resources. Nissan also strives to use more recycled resins.
In the Nissan Green Program 2022 (NGP2022), our goal is to cut the As a closed-loop recycling initiative, we are collecting finished bumper scrap
use of newly extracted resources by 30% per vehicle in fiscal 2022. We generated at our plants
intend to increase the use of recycled materials in our vehicles on a global and sending it to our
scale, including Japan, Europe and North America, in cooperation with our Oppama Plant, where we
suppliers. process it by removing the
paint film and recycling
it. These recycled resins
Initiatives to Expand Use of Recycled Materials (Ferrous have been given new life
and Nonferrous Metals) as bumpers in the Nissan
In 2018, ferrous metals accounted for 61% of the materials used in our LEAF and many other Research on optimization of ASR recovered resin recycling
process. Left photo is ASR, right photo is resin recovered from ASR

new vehicles. This initiative was expanded to Dongfeng Motor Co. (DFL), our fiscal 2019, we achieved a final recovery ratio for ELVs of 99.2%*3 in Japan,
joint venture in China, where they have been used to produce replacement greatly exceeding the target effective recycling rate of 95% set by the
bumpers since 2014. Japanese government.
Additionally, exchanged bumpers collected from dealerships are being ELV processing consists of four phases. First, Nissan ELVs entering the
recycled as materials used in under covers and for other components. An dismantling process are recycled, including flat steel, cast aluminum,
enhanced bumper return program allowed us to collect and recycle about bumpers, interior plastic parts, wire harnesses and precious rare earth
122,000 bumpers in fiscal 2019, representing 67.9% of bumpers removed at metals. Second, specific items like lithium-ion batteries are collected
Japanese dealerships. individually and directed to a dedicated recycling process. Third, residues
Furthermore, 30% of the automotive shredder residue (ASR) processed from the dismantling process are crushed and the metallic portions
at dedicated processing plants is made up of resins. In order to use these recovered. Fourth, the resulting ASR is turned into recycled materials.
resins in automobiles, we are running a number of R&D projects on topics Since 2004, Nissan and 12 other Japanese auto manufacturers have
like optimizing the recycling process for resins recovered from ASR, supported ASR recycling facilities, as called for in Japan s End-of-Life
liquidation of auto waste plastic and recycling polypropylene with microbes.* Vehicle Recycling Law, as an integral part of a system to recycle ASR
effectively, smoothly and efficiently. Nissan is taking an important role in this
*These R&D projects are undertaken as part of our recycling optimization support business joint undertaking.
using surplus money from recycling fees deposited for three specified components (refrigerant,
We have also established a take-back system for ELVs in Europe. This
airbags, ASR) based on Japan s End-of-Life Vehicle Recycling Law.
network of Authorized Treatment Facilities was developed for individual
countries in collaboration with contracted dismantlers, contracted service
providers and governments in alignment with a European ELV directive.
End-of-Life Vehicle (ELV) Recycling Additionally, the Japan Automobile Manufacturers Association, Inc.
Nissan considers the three Rs̶ reduce, reuse and recycle ̶from the established a common scheme for recovering used lithium-ion batteries
design stage for new vehicles. Since fiscal 2005, all new models launched along with a system for processing these batteries appropriately, and put
in the Japanese and European markets have achieved a 95% or greater both into operation in fiscal 2018.
recyclability rate.*1
We have also joined forces with other automotive companies to promote the *1. Calculated based on 1998 Japan Automobile Manufacturers Association definition and
calculation guidelines (in Japan) and ISO 22628 (in Europe).
recycling of end-of-life vehicles (ELVs*2) through dismantling and shredding.
*2. ELV is an acronym for end-of-life vehicle.
Based on Japan s End-of-Life Vehicle Recycling Law, Nissan has achieved *3. Based on Nissan research
at least 95% effective recycling rate of ELVs in Japan since fiscal 2006. In

Developing Biomaterials Defined Chemical Substance

Nissan is promoting technical (Substances) 4,043 4,069
3,912
research to replace plastics and 4,000
other resin materials used in
automobiles with biomaterials 3,500
derived from plants. NGP2022 3,216 3,216
Seat coverings made from biomaterials in the 3,000
contains concrete goals for new Nissan LEAF.
biomaterials development, and 2,500
these materials are already being used in cars. For example, the coverings
2,000
on the seats in the new Nissan LEAF are made using biomaterials.
1,500
GRI305-7
Proper Use of Regulated Chemical Substances 1,000 2015 2016 2017 2018 2019 (FY)
Nissan revised its standard for the assessment of hazards and risks in the
Renault-Nissan Alliance, actively applying restrictions to substances more
stringent than existing regulations in areas of growing concern around
the world. As a result, the number of substances covered by the Nissan
Engineering Standard in fiscal 2019 rose to 4,069. These steps are thought Expansion of Remanufactured Parts
to be necessary for future efforts in the repair, reuse, remanufacture and
Parts with the potential for recycling include those reclaimed from end-of-
recycle loop for resources.
life vehicles, as well as those replaced during repairs. In Japan, we collect
* Please click below for further details related to our governance system for chemical and thoroughly check the quality of these secondhand parts. Those that
substances. receive a passing grade are sold through our retail outlets as Nissan Green
>>> P102 Parts. We sell these parts in two categories: remanufactured parts, which
are disassembled and have components replaced as needed, and reusable
parts, which are cleaned and tested for quality before sale.
In NGP2022, we are enhancing the deployment of Nissan Green Parts

As the EV market expands, we anticipate a need to utilize reusable lithium-

ion batteries more effectively. In 2010, we launched 4R Energy Corp., a joint
venture with Sumitomo Corp., that is engaged in establishing EV battery
reuse and refabrication technologies. With the establishment of these
technologies and an increase in the number of used batteries collected, in
March 2018, operations commenced at Japan s first base and plant for the
reuse and refabrication of used lithium ion-batteries located in the town of
Alternator Air conditioning compressor Starter motor
Namie, Fukushima Prefecture.
in Japan, and we re also strengthening management to deploy similar 4R Energy is actively engaged in the development and production of
kinds of activities in Europe and North America, aiming for twice the parts various battery storage systems built with used Nissan LEAF batteries
coverage in 2022 compared to 2016. This initiative provides customers at the Namie facility. One example of these efforts is the development of
who seek to use cars for a long period of time with the new option of using stationary power storage systems that reuse 40 kWh batteries used in the
remanufactured parts. Nissan LEAF for the purpose of enhancing resiliency. Since September
2019, this reuse stationary power storage system has been used in trials for
procuring electricity using renewable energy at ten 7-11 convenience stores
in Kanagawa Prefecture. Additionally, in conjunction with IKS Japan Co., Ltd.,
Joint Venture to Promote Second-Life Use for Batteries
we are developing new models with vehicle-to-everything (V2X) functions
Lithium-ion batteries used in Nissan s electric vehicles (EVs) retain that can also utilize electric power from EVs, sales of which are scheduled to
capacity well beyond the useful life of the vehicles themselves. The 4R launch by the end of fiscal 2020.
business model ̶ which reuses, refabricates, resells and recycles lithium- At the same time, 4R Energy acquired the world s first UL1974*1 certification
ion batteries̶ allows for their effective use as energy storage solutions in in June 2019, which is an international evaluation standard for evaluating
a range of applications, thus creating a much more efficient energy cycle of repurposing batteries, and 4R Energy has been certified by a third-
battery use.

party organization for reusage and refabricating processes and product *1. The UL1974 Standard for Evaluation for Repurposing Batteries defines the process for
determining and classifying the suitability of usage when battery packs, modules or cells
manufacturing with an emphasis on safety. Furthermore, in recognition of
used to drive EVs have finished their intended period of use. Evaluating reused batteries in
these activities, in October 2019 4R Energy was presented with the Frost & accordance with this process enables the provision of reused batteries that are safe and give
Sullivan*2 2019 Strategy Innovation and Leadership Award, and in March a clear understanding of remaining capacity to meet a variety of demands.
2020, in conjunction with Nissan, 4R Energy and Nissan won the Sixth *2. Frost & Sullivan provides research and consulting services in 80 countries and over 300 major
markets through a global network of more than 40 locations.
Annual Japan Resilience Award 2020, sponsored by the Association for
*3. In light of the results of the National Resilience Minister s Private Advisory Committee
Resilience Japan*3 . National Resilience Roundtable, to ensure the Fundamental Plan for National Resilience
We are extensively involved with 4R activities globally as well. is executed smoothly, the Council aims to build a resilient nation with cooperation among
industry, academia, government and the private sector.
4R Concept
Overview of proof of concept for procuring electricity
through renewable energy Battery module structure will be redesigned to create new packages
that satisfy the varying voltage or capacity needs of customers.
Daytime use
Nissan LEAF
Solar panel
Building
Storing a portion
of electricity
Transmission is
Battery recovery possible even in the
45kWh event of a disaster
After their primary Refabricated batteries
automotive use is over, can be used for multiple
the lithium-ion batteries purposes, such as clean
Original storage Nissan LEAF retain enough energy energy storage or as
battery + V2X 40kWh/62kWh capacity for secondary use. backup batteries in case
of emergency.
Used batteries can be recycled to recover useful resources.

Reducing Use of Scarce Resources As a new initiative, Nissan is also promoting the development of rare earth
metal recovery technologies from drive motor magnets. Up to now, in order
to recycle magnets used in motors, multiple processes including manual
Rare earth elements are scarce resources that are necessary components
disassembly and removal of the magnets have been required, making
of EV and hybrid electric vehicle (HEV) motors. Reducing their usage is
economic efficiency an issue. Nissan and Waseda University collaborated to
important because of procurement challenges, as rare earth elements are
establish technologies for recovering rare earth metals in highly pure states
unevenly distributed around the globe, and the shifting balance of supply and
through direct dissolution using borate as a flux, eliminating the need to
demand leads to price fluctuations.
dismantle the motor rotors. Going forward, we will conduct trial testing aimed
Nissan is expanding its use of an electric motor developed in 2012 that
at practical implementation.
requires 40% less dysprosium (Dy) compared to conventional EV motors.
In these ways, with respect to motors, which are a key technology, Nissan is
The motor was first adopted in the Nissan LEAF, and reduced-dysprosium
engaged in developments corresponding to the circular economy concept,
motors are now seeing increased use in hybrid vehicles as well. The 2016
from reducing the amount of rare earth metals used to reuse after use, that
Note e-POWER achieves a 70% reduction in Dy in its motor magnets,
utilize resources efficiently and sustainably.
and these were also adopted for the new Nissan LEAF in 2017 and the
Serena e-POWER in 2018. We are conducting technical research on further
reductions in the future.

GRI103-3 GRI306-2
Resource Dependency: Achievements in Waste Waste

Reduction Waste generated globally in fiscal 2019 amounted to 188,556 tons, a slight
decrease from 206,645 tons in fiscal 2018.
Thorough Measures for Waste Materials Waste generated globally from production sites in fiscal 2019 was 184,573
Nissan actively promotes measures based on the 3R approach in its tons.*
production processes whenever possible, striving to minimize the waste
generated and maximize recycling efficiency by thoroughly sorting waste. * This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please
see here.
At the end of fiscal 2010, we achieved a 100% recovery rate at all of our
>>> P100
production sites in Japan, including five manufacturing plants, two operation （FY）
centers and five affiliates. Overseas, we have reached 100% rates at plants 単位 2015 2016 2017 2018 2019
in Mexico and elsewhere. We are striving to bring rates to industry-leading Total ton 159,345 158,939 152,674 206,645 188,556
levels in each global region.
We have been making great efforts to reduce the number of wooden pallets By region
and cardboard boxes used in import and export parts shipping. We began Japan ton 63,630 61,115 61,327 69,829 63,315
replacing them with units made from steel more than 30 years ago, and we North America ton 49,129 45,459 35,177 64,514 57,762
rolled out plastic substitutes over 20 years ago that are foldable and can Europe ton 37,204 41,110 45,268 49,662 48,187
be reused. We have also been working with our Alliance partner Renault to Other ton 9,382 11,255 10,903 22,639 19,291
expand use of globally standardized, returnable containers. Through design
activities carried out concurrently with logistics operations, we have recently By treatment method
considered ways to optimize the shape of parts from the development stage, Waste for disposal ton 11,355 8,707 8,041 7,231 6,414
thus helping to reduce the packaging materials required. Recycled ton 147,990 150,231 144,633 199,414 182,141
Through such efforts, we plan to reduce waste from our production factories
* For more information on Resource Dependency (Facility Waste).
by 2% annually in Japan and by 1% annually worldwide ̶ as compared to >>> P226
business as usual (BAU), that is, waste levels expected if no special steps
had been taken.

WATER SCARCITY
GRI103-1 GRI103-2
Policies and Philosophy for Water Resource sustainable development.

Globally, the agricultural sector accounts for the largest share of water
Management consumption at roughly 70%. The industrial sector comes second,
Demand for water is expected to continue to increase globally, driven by consuming around 20% of water globally, and the municipal sector accounts
rising populations and economic development. With rain patterns also for the remaining 10%. Automakers are not considered to face particularly
changing due to extreme weather events, the stability of water supplies is high water risks within the industrial sector. However, we believe that
likely to become a more pressing social concern with every passing year. reducing dependence on water resources is important to being a sustainable
Forecasts suggest that the world will face a 40% shortfall in water supplies company and are taking steps to improve water quality management and
by 2030, and extreme weather events, natural disasters, water crises and reduce water usage across our production sites.
other water-related risks rank highly in the annual Global Risks Report
issued by the World Economic Forum. Clean Water and Sanitation * Full title: An IPCC Special Report on the Impacts of Global Warming of 1.5℃ Above Pre-
Industrial Levels and Related Global Greenhouse Gas Emission Pathways, in the Context of
is also one of the Sustainable Development Goals (SDGs) adopted by
Strengthening the Global Response to the Threat of Climate Change, Sustainable Development,
the United Nations in 2015. The 1.5℃ Special Report* released by the and Efforts to Eradicate Poverty.
Intergovernmental Panel on Climate Change (IPCC) in 2018 reported
that risks and effects from extreme weather events, such as heavy rain
and drought, would increase if temperatures rose by 1.5℃, and that such
risks and effects would be even more severe and become widespread if
temperatures rose by 2℃. Water resource management to mitigate water
shortages, flooding and many other challenges is a key factor in promoting

GRI103-2
Water Resource Management Global Water Risks

Nissan manages wastewater quality to even stricter standards than required
by local regulations at each of its production sites. At sites in Japan, we have
further strengthened measures against water pollution by attaching water
quality sensors to the discharge points of our wastewater treatment facilities
to automatically suspend water discharge if water quality problems are
detected. Processing recycled water using reverse osmosis (RO) systems
has allowed some sites to achieve zero wastewater discharge.
Under the Nissan Green Program 2022 (NGP2022), we aim to reduce water
intake at global production sites by 21% by 2022. In order to achieve this,
we are taking steps to reduce water usage, such as sharing best practices
among plants, investing in equipment and expanding the Nissan Energy
Saving Collaboration (NESCO) team into r NESCO (r[esource] NESCO).
Created based on the World Resources Institute s Aqueduct Water Risk Atlas (aqueduct.wri.org).
Additionally, since the water resource situation varies considerably from
region to region, we assess water risk using our own methods for each of our
production sites throughout the world. At sites where a high level of risk is
found, we prioritize measures to expand dedicated water sources by building
reservoirs to collect rainwater, improving wastewater recycling efficiency and
reducing external water intake.

GRI103-2 GRI103-3 GRI306-1
Water Resource Achievements find new ideas for reducing

water usage, such as by
Water Use Reduction filtering wastewater from pre-
Plants producing Nissan vehicles and parts are located throughout the painting processes and thus
world, and they all use water as part of the production process. Nissan improving water quality.
strives to manage and reduce water usage at every plant, aiming to achieve We are also working to
a 21% reduction per vehicle produced by fiscal 2022 from 2010 levels. As of reduce water usage at
fiscal 2019, we had already reduced water usage by 23%, when compared Nissan s Global Headquarters
to 2010. in Yokohama, Japan by
To help achieve this goal, we built reservoirs to collect rainwater at the processing rainwater and
Chennai Plant in India and the second Aguascalientes Plant in Mexico, wastewater from kitchens and other internal sources to be reused for
and installed wastewater recycling equipment at the Chennai Plant, the flushing toilets and watering some plants.
Huadu Plant in China and the Oppama Plant in Japan. Our efforts at the
Chennai Plant, in particular, were recognized as an excellent example of
water resource management by the Confederation of Indian Industry (CII). At Innovative Car Wash Technique Introduced
Nissan North America (NNA), plants are competing among themselves to at Service Centers in India
Since 2014, the service centers of Nissan Motor India (NMIPL) have offered
Water Usage per Vehicle customers car washes that utilize an advanced foam washing technique.
Produced (Global) A traditional car wash requires about 160 liters of water for one car, but
（%）
NMIPL s new service cuts consumption to approximately 90 liters̶ a 45%
100% reduction in water use. Three years after the introduction of the foam wash
23.0% 21% technique, the total amount of water saved across Nissan service centers
in India reached roughly 6,100 kiloliters̶ equivalent to the daily water
consumption of 25,000 Indian households.
Along with reducing water consumption, the foam wash service is
environmentally friendly due to the non-use of hard chemicals, shortens
2010 2019 2022 target
washing time, and even enhances the gloss of cars by roughly 40%.

GRI303-1 GRI306-1
Water Input for Corporate Activities Cleaner Effluent Through Wastewater Treatment
In fiscal 2019, water input for corporate activities was 23,714 km3 , a 10% Nissan thoroughly processes wastewater at its various plants. Wastewater
decrease compared with the fiscal 2018 level. Water input from production from two Nissan plants in Aguascalientes, Mexico, is used to maintain
sites was 22,613,338 m3 .* landscaping on the sites, with no offsite discharge.
We also are strengthening water pollution prevention measures in our
* This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please Japanese plants. In preparation for unexpected occurrences, such as the
see here.
discharge of oil, we have attached water quality sensors to the discharge
>>> P100
points of wastewater treatment facilities. Discharge of water outside the
grounds is automatically suspended if water quality problems are detected.
（FY）
Unit 2015 2016 2017 2018 2019

（FY）
Total 1,000m³ 28,570 29,118 26,197 26,420 23,714 Unit 2015 2016 2017 2018 2019
Total 1,000m³ 20,680 20,516 17,410 17,345 15,512
Japan 1,000m³ 14,990 15,563 13,115 13,022 11,932
North America 1,000m³ 5,427 5,483 4,905 4,930 4,776 Japan 1,000m³ 12,976 12,681 10,376 10,472 9,438
Europe 1,000m³ 2,330 2,299 2,155 2,093 1,798 North America 1,000m³ 3,916 4,028 3,382 3,190 2,752
Other 1,000m³ 5,823 5,774 6,023 6,376 5,207 Europe 1,000m³ 1,740 1,767 1,564 1,539 1,528
Other 1,000m³ 2,048 2,040 2,088 2,143 1,794

Quality
Chemical
oxygen
kg 28,042 29,730 26,451 21,149 18,795
demand (COD)
Japan only
* Click here for more information on Water Resource Management. >>> P228

THIRD-PARTY ASSURANCE
GRI102-56

[Remarks] Basis of calculation for CO2 emissions, waste generated and ■ Scope 3 emissions figures are estimates subject to varying inherent
water input subject to third-party assurance uncertainties.
■ Waste generated from production sites: Calculated based on Nissan
■ CO2 emissions from production sites: Calculated based on Nissan internal internal standards. The discharged waste is based on data from truck
standards. The energy use data of each site is based on invoices from scales at the sites or data reported by disposal contractors. All discharged
suppliers, which are multiplied by a CO2 emissions coefficient publicly waste within the sites concerned is targeted. However, non-steady and
available for each production site. irregular generated waste, waste generated in canteens, waste from
■ CO2 emissions resulting from employee commuting Calculated based permanently stationed companies at the sites, waste generated by
on the GHG Protocol Scope 3 Standard. Specifically, the annual CO2 external vendors and waste from construction are excluded. In addition,
emissions resulting from each employee s commute are calculated materials recycled in-house, used in reproduction (reused by Nissan) or
using a standard unit of measurement announced by Japan s Ministry of recycled (as salable, valuable materials) are not categorized as generated
Economy, Trade and Industry, Ministry of the Environment, and Ministry of waste.
Land, Infrastructure, Transport and Tourism. This figure is calculated on ■ Water input from production sites: Calculated based on Nissan internal
the basis that employees working at Global Headquarters commute by standards. Water input is the water withdrawal amount according to billing
train and other employees use cars that are average vehicles designated meters or company meters installed on site. The water withdrawal amount
by Nissan. This is multiplied by the number of employees at each facility includes drinking water (tap water) , industrial-use water, underground
or office. water (spring/well water) and rainwater or the like.
■ CO2 emissions from the use of sold products: Calculated using the
average regional CO2 emissions per vehicle multiplied by the regional
estimated average lifecycle mileage and multiplied by fiscal 2019 sales
volumes. The average CO2 emissions for the use phase (including direct
emissions only) per unit are calculated for each of our main regions
(Japan, U.S., EU and China) and extrapolated from average emissions of
these markets for other markets. The Sustainable Mobility Project (SMP)
model issued by the International Energy Agency was used to determine
estimated average lifecycle mileages.

STRENGTHENING OUR BUSINESS FOUNDATIONS TO

ADDRESS ENVIRONMENTAL ISSUES
GRI103-2 GRI103-3
Environmental Governance year (once during the management review conference) so that Nissan can
decide on needed improvements.
* For more information on our Environmental Governance >>> P051
To confirm that management is functioning properly with respect to
environmental management, we periodically retain third-party organizations
Enhancing Environmental Management Based on to conduct audits. Additionally, to strengthen compliance, we conduct
ISO 14001 internal audits with respect to areas covered by third-party audits as well
as all other environmental activities, prioritizing adherence to government
As of January 2011, the Nissan Global Headquarters and all other main reporting requirements and identifying risks. These third-party and internal
Nissan facilities in Japan have acquired ISO 14001 certification for audit initiatives are aimed at establishing a system capable of detecting
environmental management systems. We have appointed an environmental human error, however small, and pursuing improved operations.
management officer to oversee our environmental activities. Through steady Nissan s production plants outside Japan have also acquired ISO 14001
application of the PDCA (plan, do, check, act) cycle, we are improving our certification. Nissan s policy is to establish environmental management
environmental performance worldwide. The coordinated goals set by the systems in all regions where we operate in accordance with the same
environmental management officer for the Company-wide management standards.
system are cascaded down to the employees working in all facilities through
local offices.
Nissan s Voluntary Operational Standards
Nissan s ISO secretariat oversees companywide efforts, while local offices
in Japan are responsible for activities at each facility and division, and Stricter controls on environment-impacting substances are being
for coordinating the proposals submitted by employees. By engaging in implemented in countries around the world. Examples include the European
discussions at least once a month, the ISO secretariat and local offices ELV Directive, the European Union s Registration, Evaluation, Authorization
confirm progress made toward established goals, to share best practices, and Restriction of Chemicals (REACH) Regulation, which went into effect
to improve management systems, to develop plans for the next fiscal year in June 2007, and Japan s Act on the Evaluation of Chemical Substances
and to communicate requests from local facilities and divisions. The items and Regulation of Their Manufacture. The Japan Automobile Manufacturers
discussed are reported to the environmental management officer twice a Association has launched a voluntary program to help minimize the potential

release of formaldehyde, toluene and other volatile organic compounds Every year, we revise the Restricted Use of Substances standards to reflect
(VOCs)* in vehicle cabins. This program utilizes the VOC guidance value changes in international laws and regulations and to add new substances
established by the Ministry of Health, Labor and Welfare for specific covered by our voluntary internal standards. For the 2017 revision, the
substances in January 2002 to be met for all new models manufactured or members of the Renault-Nissan Alliance implemented shared standards
sold in .Japan after April 2007. based on a reassessment of select criteria for hazards and risks that go
Nissan is strengthening its management of environment-impacting beyond the level of compliance, strengthening Alliance activities.
substances, adhering to a planned schedule for their reduction and We build and maintain communication and management systems throughout
advancing the use of alternative substances. In 2005, we drew up policies the supply chain. For example, we disclose information to users and submit
regarding the use of substances scientifically recognized as being hazardous REACH reports to the relevant authorities about the vehicles and parts
or carrying high hazard risks, as well as those identified by NGOs as produced in or exported to Europe from Japan and other countries (including
dangerous. In 2007, these policies, which restrict environment-impacting some from the United States). We also comply with Classification, Labeling
substances even more than the domestic laws of the countries where we and Packaging of Substances and Mixtures regulations.
operate, were rolled out globally.
Based on the above-referenced policies, Nissan developed a specific * VOCs: Organic chemicals that readily evaporate and become gaseous in the atmosphere.
Nissan Engineering Standard (NES) for the Restricted Use of Substances,
which identifies the chemical substances whose use is either prohibited
or controlled. The NES is applied in material selection and also in the GRI306-3 GRI307-1
components and parts used in our vehicles from initial development onward. Sanctions and Government Guidance at Nissan
For example, four heavy metal compounds (mercury, lead, cadmium and Production Facilities
hexavalent chromium) and the polybrominated diphenyl ether (PBDE) flame
During fiscal 2019, in relation to the environmental management system,
retardant have been either prohibited or restricted in models (excluding
none of Nissan s production facilities received notifications or sanctions from
OEM vehicles) launched globally since July 2007. To control VOC use in
the government regarding significant violations of environmental laws or
car interiors, Nissan adopted the voluntary targets of the Japan Automobile
regulations.
Manufacturers Association as our own standards for global operations, and
we are reviewing and reducing the use of prohibited and controlled chemical
substances in materials and adhesives for seats, door trim, floor carpet and Raising Employee Awareness
other parts. Nissan s environmental activities are enabled by the knowledge, awareness
and competency of its employees. Based on ISO 14001 standards, we will

conduct employee education rooted in the Nissan Green Program 2022 employees to think proactively and propose ideas to improve environmental
(NGP2022) regarding CO2 emission reductions, energy, water consumption aspects of our business. Managers encourage the active participation of
and waste. In addition, education regarding environmental accident employees by communicating how these activities of QC circles are linked
prevention and the management of hazardous materials is provided every to the achievement of our midterm business plan. The ideas proposed by
year to all employees, including those from affiliated companies working in employees are evaluated by managers and QC circle secretariats for their
our production facilities. Training programs with quantitative evaluation are potential contribution to environmental improvement, among other factors,
deployed to improve the skills and knowledge of each employee on how to after which we may implement those with the highest potential.
reduce environmental impact in their activities. The content of these training The knowledge and skills of the frontline employees on CO2 emission
programs is updated every year. reduction, energy management, water conservation and waste and
In Japan, we implement a curriculum to educate new employees during landfill reduction have been compiled in a best practices manual and
orientation and organize seminars for middle managers to deepen their shared among global facilities. We hold contests in some facilities during
understanding of NGP2022 and environmental issues surrounding the auto officially designated months in Japan to keep employees motivated about
industry. We also hold town hall meetings to promote dialogue between participating in environmental activities. These include the Energy Use
executives and employees. Employees can stay up to date on our latest Reduction Idea Contest in February (energy-efficiency month), the Water
environmental initiatives through features in the intranet, internal newsletters Usage Reduction Idea Contest in June (environment month) and the Waste
and in-house video broadcasts. In addition, all employees receive an Reduction Idea Contest in October (3R promotion month).
Environmental Policy Card with a pledge to pursue personal environmental We also use various methods to reward employees for their contributions to
activities, which they carry at all times. environmental improvement activities. These activities are included in the
Overseas, we share information and provide education to employees through commitment and target annual performance goals used at some Japanese
the intranet, videos, events and various other communication approaches and overseas locations. This system assesses employees achievement of
suited to each region. goals, reflecting this in performance-related elements of employee bonuses.
Employees are also recognized for environmental improvement through
Employee-Initiated Activities and Evaluation System Nissan prizes presented by the CEO or other executives, awards given by
plant heads and THANKS CARD recognition from managers for excellent
In fiscal 2008, we added environment to the range of kaizen issues
work or achievements.
addressed by quality control (QC) circles. This has created opportunities for

Lifecycle Assessment to Reduce Environmental Global Top Selling Model s Lifecycle Improvements
Impact We have been expanding the application of the LCA method and enhancing
the understanding of the environmental impact of our products in
Nissan ensures solid environmental management policy by routinely
quantitative terms, especially our best-selling models worldwide. LCAs have
assigning personnel to conduct risk management and having supervisors
been conducted for over 90% of these models.
confirm their suitability and periodically conducting inspections. We also
identify potential risks by conducting lifecycle assessments (LCAs). The
LCA method is used to quantitatively evaluate and comprehensively assess
LCA Conducted Product Ratio in Sales Volume (EU Market)
environmental impact, not just while vehicles are in use, but at all stages
of their lifecycle, from resource extraction, manufacturing and transport to
Small
disposal. March/Micra Note Pulsar Juke NV200/NV200 Vanette
During the period of NGP2022, we are applying the LCA method to

Lower Medium Qashqai Rogue/X-Trail Frontier/Navara/NP300
ensure steadfast implementation of our environmental activities, such as
94%
by identifying their progress and examining ways to further reduce our
Upper Medium Skyline
environmental impact. We are also carrying out LCAs for new technologies
to develop environmentally friendlier vehicles.
Executive Q70
Our LCA methods have been certified by the Japan Environmental
Management Association for Industry since 2010 and since 2013 by third-
Electric Vehicle Nissan LEAF e-NV200
party TÜV Rheinland in Germany (ongoing as of November 2019). The latter
certification is based on ISO 14040/14044 standards and validates the
environmental impact calculations in our product LCAs.
We will use the above-certified calculations during the NGP2022 period With the Altima and Rogue, for example, improvements in internal
to conduct LCAs of new vehicles and technologies and enhance efficiency combustion engine efficiency and vehicle weight reduction have led to both
during both the manufacture and operation of vehicles with the aim of enhanced safety features and lower CO2 emissions.
further reducing environmental impact during the lifecycle of Nissan
vehicles.

Lifecycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.) used to generate electricity.
（%）（%） As a result, e-POWER vehicles achieve lower exhaust emissions and
100 100 better fuel efficiency for driving than conventional gasoline engines. Also,
since an e-POWER vehicle only requires a small battery (unlike one that
80 80 is 100% electric), emissions from the manufacture of dedicated EV parts
such as batteries can be kept at a level only slightly above that for parts for
60 60
conventional vehicles.
40 40 There is future potential for further reductions in CO2 emissions through
additional weight reductions and the optimization of e-POWER energy
20 20
management.
0 Previous model Current model 0 Previous model Current model
＊1
Juke Rogue (X-Trail)＊2
Lifecycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.)
■ Production & logistics　■ Fuel & electricity production　■ Usage　■ Maintenance　■ ELV
＊1
（%）（%）
Production in EU, 150,000 km driven in EU (basis for comparison).
＊2
100 100
80 80
60 60
LCA Comparison for e-POWER Models 40 40
Nissan introduced its new e-POWER powertrain in 2016, marking another 20 20

significant milestone in the electrification strategy with lifecycle emission
improvements. 0 Same class
gas-powered vehicle
e-POWER 0 Same class
gas-powered vehicle
e-POWER
Compared to their gasoline-powered counterpart models, the Note Note Serena

e-POWER and Serena e-POWER have achieved an 18% ̶27% reduction
in CO2 emissions, respectively. Electrified e-POWER vehicles use a system
Production in Japan, 100,000 km driven in Japan (basis for comparison).
in which a gasoline engine operates only under certain circumstances and is

LCA Comparison for the New Nissan LEAF Lifecycle Improvements Beyond Climate Change
Compared to conventional vehicles of the same class in Japan, the Nissan Nissan is expanding the scope of LCAs to include not just greenhouse
LEAF results in approximately 32% lower CO2 emissions during its lifecycle. gases but also a variety of chemicals amid growing societal concerns over
We are making efforts to reduce CO2 emissions during EV production by air quality and ocean acidification and eutrophication. Our calculations show
improving the yield ratio of materials, using more efficient manufacturing that, compared to conventional gasoline engines, the Serena e-POWER is
processes and increasing the use of recycled materials. significantly more environmentally friendly, achieving 11% ̶27% emission
We are also continuing to pursue technology development for electric reductions for all targeted chemical substances and achieving environmental
powertrains, power savings on ancillary devices and the use of renewable benefits throughout its lifecycle.
energy to reduce CO2 emissions over the entire lifecycle of EVs.
Also, at the end-of-life stage, used batteries can be utilized for energy
storage in various ways, contributing to reduced CO2 emissions in society. Emissions Improvement in the New Serena e-POWER
over Its Lifecycle
CO2
Lifecycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.) 100%
80%
（%） NMVOC 60%

73%
CH4
100 40%
86%
81%
20%
80 ■ Production & logistics 0%
■ Fuel & electricity production

60 ■ Usage 89% 84%
■ Maintenance
SO2 N2O
■ ELV
40 83%
Production in Japan,
20 100,000 km driven in Japan NOx
(basis for comparison).
0 Same class Conventional

gas-powered vehicle Nissan LEAF
e-POWER
100,000 km driven in Japan.

GRI308-1 GRI308-2
Stakeholder Engagement Kaizen activity with Suppliers) activities, a joint improvement program
that emphasizes trust and cooperation with suppliers. Regarding energy
Working with Suppliers use (electricity and gas) and CO2 emission reduction in particular, we
As part of NGP2022, we are working to improve suppliers environmental are taking the lead in cooperating with our main suppliers as part of the
performance via the following three initiatives: energy-efficient THANKS activities, based on the initiatives of our internal
•We encourage all our global suppliers to manage parts and materials with production facilities.
a shared environmental philosophy in alignment with the Nissan Green
Purchasing Guidelines. These guidelines are based on The Renault-Nissan China s environmental regulations have become more stringent in recent
Purchasing Way and the Renault-Nissan Supplier CSR Guidelines and years, forcing many companies to discontinue their business, temporarily
provide detailed information regarding environmental matters. In August suspend operations or to relocate their factories. Under the circumstances,
2018, based on NGP2022, we revised the content of the guidelines, we conducted an independent survey in fiscal 2019 of suppliers compliance
adding requests that suppliers undertake their own environmental with environmental regulations. The results will be utilized to build a more
activities. Additionally, in May 2019, in order to strengthen management of resilient supply chain.
environment-impacting substances, we added requirements dealing with
supplier self-diagnosis of environment-impacting substance management Working with Consolidated Production Companies
and related topics, and asked all suppliers to follow them. We encourage our consolidated production companies in a variety of
•We also participate in the supply-chain program of CDP (previously known markets to acquire ISO 14001 certification and to undertake other
as the Carbon Disclosure Project), an international nonprofit, through environmental initiatives based on their respective policies. Meetings with
which we request information on climate change and water from suppliers major consolidated production companies in Japan are held to exchange
and conduct comprehensive performance reviews. During fiscal 2019, we views on cooperation toward the goals outlined in NGP2022. The meetings
asked our large contract suppliers to take part in the supply-chain program lead to a deeper shared understanding of the details of NGP2022 and the
to provide responses on their environmental activities. 83% of them initiatives undertaken by each company.
participated in the CDP program on climate change data and 77% in the
CDP program on water security. Based on the results from these surveys,
Working with Dealerships
we engaged with a number of suppliers in order to incentivize work on the
ongoing improvement of their environmental initiatives. Our dealerships in Japan have introduced an original approach to
•We are promoting THANKS (Trusty and Harmonious Alliance Network environmental management based on ISO 14001 certification called the

Nissan Green Shop certification system. This program is managed through • Introduce our environmental initiatives, such as the Nissan LEAF electric
internal audits conducted by the dealerships every six months, in addition to vehicle and our other green technologies
annual reviews and certification renewal audits carried out every three years Through environmental education, the program encourages participants to
by Nissan Motor Co., Ltd. (NML). As of the end of March 2019, the system adopt eco-friendly activities in their daily lives.
has certified approximately 2,700 dealerships of 156 dealers, including parts
dealers, as Nissan Green Shops. Working with NGOs
Nissan believes that environmental activities are critical in social contribution
Working with Future Generations activities, thus we are engaged in various activities to realize a low-
Today s youths are the future leaders of our society. We are working to share carbon society, including implementing educational programs to deepen
information on environmental issues with the younger generation, and to understanding of global environmental issues. At the same time, in order to
raise awareness among tomorrow s leaders. respond to the increasing complexity of environmental issues, we believe
We have been conducting environmental programs for students in school that it is effective to collaborate with NGOs, NPOs, governments and various
visits in Japan since 2008 in which more than 100,000 students had other stakeholders to enhance these activities while making the most of our
participated as of March 2020. In NGP2022, we will further expand the mutual strengths.
program in Japan and in other countries. Our Corporate Philanthropy Goal is to realize a cleaner, safer and more
inclusive society. NGP2022 seeks to support local communities through
Key Activities in NGP2022 various projects by collaborating globally with NGOs to respond to issues
such as climate change and water scarcity.
Youth education programs, such as Nissan
Waku-Waku Eco School, an interactive
program delivered by Nissan employees to
Key Activities in NGP2022
schoolchildren, will be expanded globally to: ・Collaboration with the World Wide Fund for Nature Japan (WWF Japan) on
• Share knowledge of global environmental climate change mitigation
issues Support for WWF Japan s climate & energy project
Continue participation in WWF s worldwide Earth Hour environmental
enlightenment campaign for greenhouse gas emission reduction

・Collaboration with Conservation International on protection of a critical balance environmental preservation and economic progress as they pursue
watershed area their business activities.
Support for a forest restoration project through a Ridge to Reef approach in Using methods identified in the Corporate Ecosystem Services Review, we
Bali, Indonesia. have evaluated the value chain from the extraction of material resources to
Create jobs and build capacity* by developing community-based vehicle production and operation. We have identified three response priority
environmental conservation projects. areas as an automobile manufacturer: energy sourcing, mineral material
* Build and improve capacities that groups, organizations and society need to achieve their goals sourcing and water usage. We published a report titled Ecosystem Services
and the Automotive Sector *2 in 2010 collating the outcome of this work.
Our calculations in June 2013 showed that more than 20 times as much
GRI304-1 GRI304-2 GRI304-3 GRI304-4 water was used upstream in the supply chain than by Nissan itself.
Priority Issues for Automobile Manufacturers Regarding We are following up by re-evaluating and further developing our existing
the Protection of Air, Water, environmental initiatives and ecosystem conservation efforts from the
viewpoint of business risks and opportunities.
Soil and Biodiversity
The United Nations Millennium Ecosystem
*1 Developed by the World Resources Institute in cooperation with the World Business Council
Assessment report issued in 2005
for Sustainable Development and Meridian Institute, based on the U.N. Millennium Ecosystem
concluded that ecosystem services Assessment.
had degraded over the past 50 years *2 Click here for more information on Ecosystem Services and the Automotive Sector.
more rapidly and extensively than in any https://www.nissan-global.com/EN/DOCUMENT/PDF/ENVIRONMENT/SOCIAL/ecosystem_
services_and_the_automotive_sector.pdf
comparable period in history. Humankind
For more information on how we are strengthening our business foundation to address
depends on a number of ecosystem environmental issues. >>> P229
services, including the provision of food
and fresh water, climate regulation and
protection from natural disasters. The
automotive industry must recognize
both its impact on ecosystems and its
dependence on these services. Companies today face the pressing need to

Social
Social Policies and Philosophy …………… 112 Supply Chain Management ………………… 152
Human Rights…………………………………… 114 Human Resource Development …………… 160
Diversity and Inclusion………………………… 118 Labor Practices ………………………………… 165
Traffic Safety …………………………………… 131 Employees' Health and Safety ……………… 171
Product Safety and Quality ………………… 142 Community Engagement …………………… 175

SOCIAL POLICIES AND PHILOSOPHY

GRI102-15 GRI103-1 GRI103-2
Nissan s business activities are supported by various stakeholders. As well sales service, covering all the activities involved until the finished product
as respecting the rights of all stakeholders, as a global company we conduct reaches our customers.
our business activities with a constant awareness of society s needs and With respect to Employees, we are expanding opportunities for our
social responsibility in order to contribute to the sustainable development of employees to learn so that they can each achieve their maximum potential.
society. We aim to make continuous learning and talent development a part of
Through an assessment of various business risks and opportunities, we our corporate culture, and to create a dynamic work environment where
have identified six key areas in the Social dimension as part of Nissan the health and safety of our staff is a top priority. Furthermore, as local
Sustainability 2022, and we are conducting initiatives in these areas. The communities are an essential part of Nissan s business in every region, we
six areas are Traffic Safety, Diversity and Inclusion, Quality, Supply Chain, are working to promote Community Engagement around the world in three
Employees, and Community Engagement. strategic areas: environment, traffic safety, and diversity.
In the area of Traffic Safety, we are promoting development and
implementation of driver assistance technology and other traffic safety For this Sustainability Report, activities within these six areas were selected
technologies to achieve our ultimate goal of virtually zero fatalities involving to be reported on, based on an assessment of their potential business
our vehicles. Regarding Diversity and Inclusion, we are proactively hiring impact as well as the level of interest from stakeholders.
more diverse talent with different backgrounds to embrace gender and
national diversity as a strength for the organization. We also aim to be a truly
inclusive company so that employees can demonstrate their potential to the
fullest.
Quality is fundamental to Nissan s activities. Rooting the basis of all of
our activities to the practice of listening to each one of our customers, we
are making sure that employees are aware at all levels of the organization
regarding the importance of quality improvement. We are strengthening
our sustainability initiatives in all phases of our Supply Chain, from the
procurement of raw materials to manufacturing, distribution, sales, and after-

Report Themes and the Six Areas
REPORT THEMES SIX AREAS
TRAFFIC SAFETY TRAFFIC SAFETY
HUMAN RIGHTS
DIVERSITY AND INCLUSION
PRODUCT SAFETY AND QUALITY QUALITY
SUPPLY CHAIN MANAGEMENT SUPPLY CHAIN
HUMAN RESOURCE
LABOR PRACTICES EMPLOYEES
EMPLOYEES HEALTH AND SAFETY
COMMUNITY ENGAGEMENT COMMUNITY ENGAGEMENT

HUMAN RIGHTS
GRI103-1 GRI102-16
Human Rights Policies and Philosophy Human Rights Policy Statement

As the value chains of global corporations expand, the international As a signatory of the United Nations Global Compact, Nissan s respect for
community is ever more concerned about respect for human rights and how human rights is informed by the Universal Declaration of Human Rights
business affects these rights. The automobile industry is also recognizing and the International Labor Organization s Declaration on Fundamental
the issues of human rights as they relate to its labor environment and Principles and Rights at Work.
handling of natural resources, water and conflict minerals. Nissan considers Based on the UN Guiding Principles on Business and Human Rights
the strict adherence to corporate rules and applicable laws and practices (UNGPs), we have formulated the Nissan Human Rights Policy Statement*
fundamental to its business activity in every country and area where to actively prevent adverse human rights impacts. This policy statement
it operates. We are committed to delivering engaging, worthwhile and makes our commitment to protecting human rights clear to all stakeholders
sustainable mobility to people and acknowledge that, for this to be achieved, and underpins our initiatives in this area.
the human rights of all stakeholders must be respected and all employees
must act while upholding the highest ethical standards. We do not * Click here to download the Nissan Human Rights Policy Statement.
https://www.nissan-global.com/COMMON/DOCS/CSR/LIBRARY/nissan_human_rights_
discriminate on the basis of race, nationality, gender, religion, disability, age,
policy_e.pdf
place of origin, gender identity, sexual orientation or any other characteristic.
We also work to rectify and eradicate working practices that infringe human
rights throughout our entire supply chain, such as forced labor and child
labor.

Human Rights Management We are also strengthening communication with our sales companies and
promoting consistent sustainability management, including on human rights
The Nissan Human Rights Policy Statement is applicable to all of Nissan s issues.
executives and employees. Nissan s fundamental ethical expectations are At the same time, we have deployed the SpeakUp system, a globally
also clarified in the Nissan Global Code of Conduct, and all executives and consistent system that allows not only employees but also other
employees recognize the importance of applying the statement beyond stakeholders as well to report matters internally.
Nissan s own operations. At every level of our global supply chain, we aim to
conduct ethical, social and environmentally conscious business activities. We * For more information on supply chain-related human rights initiatives.
also work together with suppliers, contractors and other business partners to >>> P154
achieve this goal. * For more information on internal reporting systems.
>>> P206
Since 2006, we have shared a set of common values and processes around
purchasing known as The Renault-Nissan Purchasing Way with its worldwide See below for more details about our guidelines.
network of suppliers. Common values regarding human rights and labor are ・ Nissan Global Code of Conduct
also shared via the Renault-Nissan CSR Guidelines for Suppliers, in which https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2017/NISSAN_GCC_E.pdf
・ Renault-Nissan Corporate Social Responsibility Guidelines for Suppliers
we detail our expectations and request implementation regarding respect
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/CSR_Alliance_Guidelines.pdf
for human rights and prohibition of child labor and forced labor. In addition, ・ Nissan Global Minerals Sourcing Policy
we require businesses we deal with to take the initiative on responsible https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/Minerals_Sourcing_Policy_e.pdf
procurement of minerals and carry out due diligence on conflict minerals.

Human Rights Achievements In June 2018, we launched our new sustainability strategy, Nissan
Sustainability 2022, specifying the main goals through fiscal 2022 for the
Nissan recognizes the need to take a comprehensive approach to managing aspects of Environmental, Social and Governance. For the Social aspect, the
human rights. After identifying actual or potential risks related to human strategy also reiterates the importance of respecting all stakeholders rights.
rights that we might have inadvertently caused or contributed to, we consider In 2018, we cooperated with Business for Social Responsibility (BSR),
it vital to monitor and assess such risks, as well as to develop appropriate a US organization promoting sustainability to implement a human rights
response strategies. assessment, allowing us to identify four key areas of potential risk related to
In the 2001 Nissan Global Code of Conduct, we detailed our policies human rights, namely supplier labor conditions, employee labor conditions,
regarding equal opportunity and respect for diversity. In 2004 we were product safety and customer privacy*1. Furthermore, in 2019 we worked with
a frontrunner among our industry peers in signing the United Nations BSR to conduct a human rights assessment at Nissan South Africa (Pty) and
Global Compact, accepting reporting obligations that we continue to fulfill confirmed human rights risk was clearly low at that company. We formulated
today. Regarding suppliers, in 2010 we published the Renault-Nissan an action plan to remediate items requiring improvement and have been
CSR Guidelines for Suppliers, clarifying our respect for human rights implementing a PDCA (plan, do, check, act) cycle in this area from fiscal
and commitment to eliminating forced and child labor and sharing our 2020. We plan to expand our human rights assessment reviews of affiliated
sustainability policies. companies in the Asian area going forward.
In 2017, referencing the UN Guiding Principles on Business and Human
Rights (UNGPs), we formulated and issued the Nissan Human Rights Policy
Statement. This policy makes it clear that, we respect all our stakeholders
human rights, and require our employees to act according to the highest
ethical standards.

We also work to build awareness of human rights among employees and *1 Click here for more information related to identifying key areas related to human rights
>>> P014
conduct several e-learning seminars, for example, Global Code of Conduct
*2 For more information on initiatives to support LGBT staff.
and Unconscious Bias . Unconscious Bias e-learning is for all indirect >>> P122
employees and has been completed by 15,225 people (12,687 in fiscal *3 For more information on our global reporting system.
2018 and 2,538 in fiscal 2019). In addition, a total of 350 people have taken >>> P206
* For more information on Responsible Minerals Sourcing
part in our LGBT seminars, held annually since fiscal 2014. Since fiscal
>>> P158
2016, all senior managers have been required to take an e-learning program * For more information on Global Code of Conduct training.
about LGBT issues. In fiscal 2020 the content of the e-learning program has >>> P204
been updated and made mandatory training for managers and staff. We also
have proactive initiatives to support LGBT staff.*2
As described in the Nissan Global Code of Conduct, employees can submit
inquiries related to human rights issues via a global reporting system.*3 We
are committed to investigating, addressing and responding to any concerns
reported, and employees who make inquiries are protected from any form of
retaliation.


GRI103-1 GRI103-2 GRI406-1
Diversity and Inclusion Policies and Philosophy Respect for Human Rights and Equal Opportunity
Employees with different personalities and ways of thinking putting their We have established the Nissan Global Code of Conduct, which describes
heads together leads to the creation of new value while meeting the how employees should act and applies to all Nissan Group companies
increasingly diverse needs of our customers. Employees are the driving force worldwide.
for the sustainable growth of Nissan, and this diverse body of employees is a Nissan has mandated that all employees respect one another s human
valuable asset for the company. We place great importance on establishing rights, and that discrimination or bullying on the grounds of race, nationality,
a workplace where employees can demonstrate their potential to the fullest, gender, religion, disability, age, place of origin, gender identity, sexual
and which is truly inclusive. That is why one of Nissan s corporate strategies orientation or other reasons is unacceptable. There are rules in place
is to respect and promote diversity and inclusion. to prevent any passive acceptance of an environment in which such
discrimination occurs. At the same time, we respect the diversity of our
Sustainable Growth
Diversity Inclusion employees, work to maximize the performance of each individual and actively
Creating Innovation
Diversity means to Inclusion means strive to create an environment in which teams can come together and work
Embrace having diverse talents An appreciative toward ambitious goals.
with different backgrounds environment where
such as gender, nationality, employees respect
culture, age, gender identity, each other and every-
sexual orientation, career one demonstrates their
background, education and potential to the fullest. Diversity and Inclusion as Strategy
lifestyle.
The global expansion of Nissan s corporate activities has meant growing
Life-
style
Academic
Background Culture
Values diversification of not only Nissan s customers but also its employees. Work
Gender
Career
Nationality and lifestyle choices are changing, driven by demographic changes such as
LGBT
Background
Race Age an aging population and urbanization. We believe that for employees to work
in a worry-free, self-initiated manner, they need to be able to pursue their
careers regardless of gender, nationality or other factors and at the same
Diversity ＆ Inclusion time choose from among various workstyles to suit their particular stage of

GRI103-1 GRI103-2
life. Skill development programs are another essential part of making the Diversity and Inclusion Management
workplace attractive to employees.
We believe that diversity and inclusion are a source of competitiveness In order to promote diversity and inclusion across Nissan s global operations,
for the company. By having employees from a range of backgrounds work policies are set by a committee of executives representing company
together while respecting one another s different values, new concepts and divisions. Dedicated organizations then work on local initiatives needed for
ways of thinking are born and even greater value and creative solutions are their implementation. We aim to be a truly inclusive company with a diverse
produced, leading to even better business results. The automotive industry workforce, in which individual employees can demonstrate their potential to
is in the midst of a transformation that is said to occur only once in a century. the fullest. We promote diversity and inclusion based on four approaches:
With the rapid advances in such technologies as autonomous vehicles, Developing leaders with skills to manage diverse organizations, Enabling
connected cars, and mobility as a service, diversity and inclusion are growing diverse human resources, Embedding culture of respect for diversity and
even more vital to enhancing our competitiveness in order to respond swiftly inclusion and Promoting inclusive workstyles.
to this transformation. We have made diversity and inclusion part of our Sustainable Growth
corporate strategy and are promoting them in all workplaces. This enables us Creating Innovation
address the diverse needs of our global customers and to deliver innovative
products and services through each of our highly motivated employees.
Meet the diverse needs

Create & provide greater value of our customers Diversity Management
Personal growth
A culture without discrimination or prejudice, Academic
where you can demonstrate your uniqueness to the fullest Lifestyle
Background Culture
Values
Gender
Nationality
Career
LGBT
Background
Life- Academic Race Age
Values
style Background Culture
Gender
Nationality
Career
LGBT
Background
Race Age
Diversity ＆ Inclusion

Diversity and Inclusion: Decision-Making and Action- Diversity and Inclusion Promotion: Issues and Approaches
Driving Bodies
Issues Approaches
We have set up the Global Diversity Steering Committee (Global DSC), which
Developing leaders with skills to
consists of executives from its different divisions and makes decisions on ・Management skills development
manage diverse organizations
global diversity and inclusion policies and initiatives. The implementation of
these in various geographical areas is spearheaded by Regional Diversity ・Human resources development,
career support
Steering Committees (Regional DSCs). In Japan, we have set up the ・Enhanced recruitment*
Enabling diverse human resources
Diversity Development Office, which helps put diversity and inclusion policies ・ Targets: 16% female
into practice. In North America, we established the Americas Diversity managers globally, and 13%
in Japan by 2023
Office. In other regions, local human resource departments and other bodies
・Promotional activities for all
work to promote diversity. Embedding culture of respect for
employees to understand values
diversity and inclusion
of diversity and inclusion
Global key initiatives ・Work-life balance support
Global DSC Promoting inclusive workstyles ・Development of infrastructures
review and discussion
that realize flexible workstyles
Sharing
Report
directions
* Guidelines at Nissan Japan for female new staff recruitment are 50% for office positions, 20%
for engineering positions and 20% for technical roles.
Europe
Regional Regional North America
DSC DSC Regional
China Regional DSC
DSC
Japan
Regional
Regional
DSC Each region’s
DSC
Africa and key initiatives Latin America
Asia review and Regional
Middle East
Oceania discussion DSC

GRI103-3 GRI405-1
Diversity and Inclusion Achievements receive support for their personal growth through two-way dialogue with
highly knowledgeable and experienced senior employees, as well as help in
Enabling Diverse Human Resources dealing with the issues they encounter during their career development and
in solving worries and issues in the workplace.
Female Talent Development: Initiatives and Achievements
Thanks to these various initiatives, women now comprise 10.1% of managers
Enablement of women as leaders in projects and organizations is essential in Japan (as of April 2020). This compares favorably to the average of 3.3%
to providing diverse value to customers. In order to increase female for Japanese manufacturers with 1,000 or more employees (according to
representation through all management levels, Nissan provides trainings to the 2019 Basic Survey on Wage Structure from Japan s Ministry of Health,
ensure that top candidates will be ready to take on greater responsibility. Labour and Welfare). Female managers also work in all Nissan divisions,
Support is provided for women s career development in every region where including development and manufacturing, and are involved in all operational
we operate. processes. Furthermore, as of April 2020, a total of 7.4% of general
As a result of these initiatives, the percentage of women among Nissan manager or higher positions are filled by women ̶ 3.7 times larger than the
managers globally has increased from 7% in 2008 to 13.9% in April 2020, 2008 level of 2.0%. At the executive level, the international race driver Keiko
and women are active at Nissan globally. Ihara became Nissan s first female outside director in June 2018; Jenifer
In Japan, we provide personalized Rogers followed her in June 2019.
support for female employees through Managers
Retention
individual counseling sessions with Transition in the Ratio of Women in Management Positions
career advisors. Female employees Enhancement
Development
of recruiting Group Leaders

Career
receive tailored support via career activities

Retention
13.9
development seminars and meetings
Employees
with career advisors. They are also Retention
encouraged to actively network with 10.1

（7.4% general manager or higher）
other professional women outside of Career development One-on-one
the company and with women who have and retention
actions in Japan
interviews
Career develop-
risen into management roles in Nissan. ment seminars
Network building
We have also put in place a mentoring Information sharing （Year）
on company intranet （Global）
Nissan （Japan）
Nissan
program as part of our personal Mentoring
Training
support initiatives. Younger employees

Rather than simply increasing the number of female managers, we create an Inter-cultural Cooperation
environment in which women can participate in all business processes, from
A vital part of Nissan s success rests on ensuring that people are welcome
new model development to sales, including those working at affiliate and
no matter where they come from, what language they speak, how old they
sales companies.
are or what their background or training is. Nissan s top decision makers
In the car development stage, models like the Nissan Serena minivan
include individuals of many different nationalities.
released in Japan in August 2016 reflect women s requirements. For
example, designers and engineers adopted recommendations for a capless
fuel tank, allowing drivers to refuel the vehicle without dirtying their hands,
and dual back doors that require minimal force to open and allow cargo to be Establishing a Culture of Respect for Diversity and
loaded even in confined spaces. Inclusion
We are also promoting human resource and career development initiatives In order to leverage diversity as a true strength, create greater value, and
for women at our manufacturing sites. In October 2017 the Nissan meet the diverse needs of customers, we believe it is important to establish
Group s first female plant manager took up her role at the Oppama Plant a culture of diversity and inclusion, where employees with all sorts of
in Yokosuka, Kanagawa prefecture, and other female plant managers have differences, not just of gender and nationality but also sexual orientation,
been appointed since then. gender identity, disability, age and career history, acknowledge and accept
Many female car-life advisors (CAs) are active at our sales companies as each other without discrimination or prejudice.
well where Nissan sales staff respond to the various needs of and questions To further foster a culture of diversity and inclusion, in fiscal 2018 in Japan,
from customers. As of end-February 2020, 1,202 female CAs were active we introduced an Unconscious Bias e-learning for all indirect employees,
across Japan, accounting for 10.6% of the national total, an increase from in which employees can learn the influence of the unconscious biases that
1,196 at the end of February 2019. Additionally, to enhance the satisfaction everyone has as well as techniques to mitigate their effects. In fiscal 2019,
of female customers with after-sales service experiences, female technical implemented this initiative in Latin America and the Caribbean (LATAM), we
advisors (TAs) have been appointed to bridge the gap between customers plan to gradually expand this initiative across our global sites.
and dealer technicians. To enable members of the LGBT community and other employees with
diverse sexual orientations and gender identities to perform their jobs
without experiencing discrimination in the workplace, we have been working
to support and promote understanding through such initiatives as annual
LGBT seminars held since 2014. We have participated in Tokyo Rainbow

Pride, the largest LGBT event in Japan, for three consecutive years since set in which all participants can join meetings between the local hours of
2017. In fiscal 2016, members of the LGBT community and allies (those 7 a.m. and 8 p.m. By combining this with home-working, we can provide an
supportive of LGBT) within the company launched a self-initiated employee attractive work environment in all regions.
network. In recognition of these initiatives, the private organization, work with
Pride, awarded Nissan its most prestigious Gold PRIDE Index to recognize
corporate initiatives to support LGBT employees, a first for a Japanese Initiatives for Employees Balancing Work with Childcare
automobile company. In 2019, we won Gold for the third year in a row. or Nursing Care
We also provide a work place where older employees and those with
Japan s low birthrate and aging population mean that it is important to
disabilities can fully participate. Necessary training programs are provided
provide a work environment that supports employees raising children
for those who have built up their career at other companies so that they can
or giving nursing care to the elderly. We are building an environment to
quickly perform to the best of their ability at Nissan.
help employees who balance work with childcare through both facilities,
In addition, we hold local diversity-themed events and run diversity training
such as in-house childcare centers, and initiatives, such as seminars and
programs for employees all over the world. Employees can also learn about
organizational support. In fiscal 2017 Nissan s first plant childcare center̶
Nissan s vision and initiatives relating to diversity and inclusion via diversity
March Land Oppama ̶ was opened at the Oppama Plant. The center s
articles on the company intranet and e-learning programs.
opening times are set to fit the plant s shift schedule, thereby helping female
employees to continue their work at the plant. A group called Escargot has
also been set up by working mothers themselves as a forum to exchange
Promoting Inclusive Workstyles information.
We strive to create a work environment where every member of a diverse The number of employees balancing work with the nursing care to the
workforce can demonstrate his or her potential to the fullest. For example, elderly is expected to increase, and in Japan we have held seminars since
a system in which employees can freely choose to spend up to 40 hours a fiscal 2015 where employees can learn the basics of nursing care and
month working from home was introduced so that staff can work flexibly explore how company policies and local services can help them maintain the
according to their individual needs. work-care balance. In fiscal 2017 we launched an external support service to
Also, in order to make it easier for staff in different regions to work together, support employees who face difficulties in nursing care.
in 2017 we established basic rules for the timing of meetings between sites
in different regions. Although in the past global meetings have taken place
during the middle of the night in some regions, guidelines have now been

Creating an Environment Conducive to Work-Life Balance In-house Childcare Centers for Nissan Employees
Expansion to plants
Comprehensive Support for Employees March Land Atsugi March Land Atsugi Axt March Land Minatomirai March Land Oppama
Nissan Global Nissan Global

Supporting employees: Supporting managers who have Nissan Technical Information System Headquarters Nissan Oppama Plant
Career development and work-life employees engaged in childcare Center (Atsugi) Center (Atsugi) （Yokohama） (Yokosuka)
balance support and nursing care
Capacity* 42 10 15 10
”Seminar for expecting parents” Guidance on offering promotion Hours 7:30 a.m.-10:00 p.m. 8:30 a.m.-6:30 p.m. 8:00 a.m.-8:00 p.m. 5:00 a.m.-7:30 p.m.
”Seminar for Back-to-Work After exams before parental leave Established April 2005 October 2012 January 2013 April 2017
Parental Leave” Seminar for managers with employees
Gives employees opportunities to think engaged in childcare *Capacity determined based on facility area.
about their career paths before maternity Management training on balancing
leave and back-to-work after parental leave work and childcare for staff employ-
Nursing care seminars ees engaged in childcare
Management training on paternity Support Systems for Childbirth and Childcare (Japan)
leave for staff employees engaged in
childcare Pregnancy Childbirth 1 year old 2 3 6 9 12
Diversity management training for 6 wks. 8 wks.
managers before due date after birth
Maternity End of first April
Leave leave 2 years old after child turns 2
Company infrastructure Maternity Parental leave

protection leave
Working from home Accompanying leave (three years

Days off Family support leave (to promote childcare):
Employees engaged in childcare and nursing maximum) From pregnancy to child's 6th year of elementary school; 12 days/year (5 paid, 7 unpaid)
care can spend up to 50% of the required Re-employment policy
minimum monthly work hours, while others In-house childcare center (four sites)
are allowed up to 40 hours per month. 1. Supports employees by helping them Reduced Shortened work hours (for childcare):
All employees except those in manufacturing balance work and childcare and perform working hours For employees with children through the 6th year of elementary school; 3 hours/day
processes are eligible. at their best
Super-flextime without core time 2. Supports employees' return to work
Shorter working hours（ for employees when they wish, rather than when care Childcare centers on company sites
engaged in childcare or nursing care） waiting lists in Japan allow it
Family support program（special paid Lending of personal computers to
holidays for marriage, childbirth by employees on leave Other Allowance for babysitting
spouse, childcare, nursing care and (for intranet and email access)
fertility treatment） MM care room (lactation room)
Childcare leave, nursing care leave, External nursing care hotline Work-from-home program (childcare/nursing care type)
maternity protection leave
Legally mandated Decided by Nissan For parents regardless of gender

Workstyle Reform Happy 8 Achievements at Overseas Sites

We are implementing a series of workstyle reforms that provide a crucial Initiatives to Promote Diversity and Inclusion in North
foundation for supporting diversity and inclusion, allowing employees with a America
range of values and life needs to perform at their best.
At Nissan North America, diversity and inclusion is embedded in our culture.
We have been striving to make workstyles more flexible. In the 1990s
By actively using our diversity in thought and experience, we better develop
we began encouraging employees to take their allotted paid leaves and
ideas and people, and ensure our company s continued growth. We do this
implemented a super-flextime system with no core time when employees
by creating opportunities that empower people to grow and achieve more.
must be at their workplace.
Ultimately, we focus on helping people succeed and making a positive
In 2015 we introduced the Happy 8 program, a work reform emphasizing the
impact on the communities in which we work and live.
ideal of an eight-hour workday. By communicating this ideal to employees,
We continuously strive to reflect the consumers we serve in our workforce,
Happy 8 aims to increase individual and organizational productivity while
and that world is increasingly diverse and evolving.
also improving work life, private life, and health. As part of welcoming more
flexible workstyle in February 2017 we also began promoting our Happy
Friday program, encouraging employees to leave the office at 3 p.m. on the
last Friday of each month. Mentoring
Additionally, to give each employee the opportunity to reflect on their own To recruit, cultivate diverse talent and sustain this talent long into the future,
workstyle from a new perspective, each fiscal year since 2014 we have Nissan North America offers a wide range of employee benefits including
held a Workstyle Symposium mentoring. We believe mentoring is necessary to attract and retain talent.
featuring invited guest Mentoring opportunities are available in a variety of formats, including
speakers from outside the informal, formal, small group, individualized and topical.
company.
Under the slogan Eight
productive hours! Richer
lives, better health, Happy 8,
we will continue striving for
more flexible and attractive
workstyles.
A Workstyle Symposium for employees

Business Synergy Teams (BST) Supports members in becoming the parents they
Nissan Alliance of would like to be at major life milestones from the time
Nissan North Americas offers employees the opportunity to join and/or Parents children are born until they graduate from college while
lead Business Synergy Teams (BST). In tandem with executive sponsorship, maintaining the career path they desire.
BSTs were developed by active groups of employees with shared interests Makes contact with veterans and seeks opportunities
Veterans Business
to support and promote military activities within our
and values. BST members focus on supporting each other s achievement Synergy Team
Nissan community.
of business goals, professional development, and interaction with local Wellness at Work Encourages and supports employees desire to choose
communities. Since the first BST launched in 2007, Nissan employees have (W@W) a healthy lifestyle.
embraced these groups and formed BSTs at every major US location as well Women's Business Provides its members with networking, professional
as Canada and Mexico. Synergy Team development and community involvement opportunities.
Business Synergy Nissan North America partners with many charitable and social causes that
Concept underlying activities
Team (BST ) enhance the well-being of the local communities where we live and work.
Serves to be a catalyst for a culture of equality at We invite our employees to serve as volunteers, mentors or advisors, offering
Gay Straight
Nissan that provides a safe, respectful, inclusive and
Alliance at Nissan their time, talent and expertise to help nonprofit organizations carry out their
supportive environment for all LGBT employees, vendor
(GSAN)
partners and customers along with their allies. missions. We have a shared commitment to build a better, more sustainable
Generations world for all of us.
Works to transfer the Nissan experience and technical
Business Synergy
expertise across all employee generations.
Team
Preserves transparency and communicates
Green Team information on company and local community
initiatives related to sustainability and the environment.
Conducts Celebrate Humanity activities that
Interfaith Nissan
contribute to local communities and respects,
(iN)
recognizes, and accepts all beliefs.
Supports diversity and inclusion activities within Nissan
Multicultural
and the local communities that we work and live in.
Business Synergy
MBST is open to everyone who would like to share and
Team（MBST）
learn from Nissan s vibrant culture.

Achievements in Diversity and Inclusion in North America We hold career fairs and provide support for female employees as they
continue their careers to encourage increased hiring of women with
Acknowledgment of Nissan North Americas commitment and
engineering or other technical degrees. Nissan is playing an active role in
accomplishments in supporting diversity has come from a broad spectrum
career development and dedicating time and resources not only internally,
of organizations and media. We appreciate that the marketplace has
but also externally. In addition, the Nissan Skills Foundation was established
recognized our efforts consistently throughout the years.
in 2014 at our plant in Sunderland, England, which provides a variety of
In 2019, Nissan Canada(NCI) was selected as a Top 100 Ideal Employer for
educational programs for elementary, middle, and high school students. As
the fourth consecutive year. This is Canada s largest and longest-running
of November 2019, 60,000 students had participated in career development
student ranking of companies with participation by over 20,000 students
and engineering or STEM events run by the foundation. Female students
from 159 universities. NCI was also certified as a Great Place to Work® by
accounted for approximately 46% of the participants. Our offices in Spain
an organization that conducts anonymous surveys of employees working at
participate as sponsor in a mentoring program provided to female students
companies worldwide. The survey bases its certification criteria on corporate
pursuing engineering and technical degrees and female executives also
culture, workplace experience, compensation, communication, and employee
contribute as mentors.
trust in leadership. NCI received especially high marks for diversity and
fairness.
We are focusing on developing the capabilities of women through mentoring
and coaching sessions and are implementing career development plans
at the individual level. In 2019, our Thrive female leadership development
Initiatives to Promote Diversity and Inclusion in Europe program was launched for the first time and was attended by 18 female
In Europe, as part of our efforts to promote gender diversity, we undertake a middle managers.
holistic approach by applying this philosophy in our production and supplier
relationship, processes and management. In September 2019, events were held all over Europe for the regional
The diversity and inclusion activities are focusing on the full employee Diversity Week. In December 2019 we celebrated December International
lifecycle from recruitment to engagement. Moreover we pay special Day of Persons with Disabilities by inviting a Paralympic gold medalist as a
attention on gender, nationality and ability as primary areas to strengthen speaker to deepen understanding of colleagues, suppliers, and customers
understanding of diversity and inclusion in Europe. with disabilities.

Nissan Russia was ranked third in Forbes Woman Ranking 2019. The Forbes technology, even with simple movements, we have raised the issue by
Woman Rating is the first of its kind in the country to evaluate the best saying that it is necessary to create automobiles and maintain usage
companies for women's careers. Sixteen indicators have been identified and environments that reflect cultural differences and diversity.
evaluated in five blocks: gender composition (25%), compensation (25%), In parallel, we led a multi-stakeholder campaign through various channels,
career opportunities (25%), corporate programs (15%) and special benefits driving awareness for Nissan s approach to diversity and its participation
(10%). in the event.
In the European region, online training has been implemented for all Latin America and the Caribbean (LATAM):
employees, and we will continue to pursue initiatives to promote diversity and In Brazil, 40 hours of sign language training was conducted for 55
inclusion. employees including plant leaders to enhance communication with
hearing-impaired employees
working at the plant.
Initiatives to Promote Diversity and Inclusion in Other In addition, in October
Regions: 2019 the event WOMEN
TALK was held inviting an
Asia & Oceania (A&O):
instructor from the UN. 68
In Asia & Oceania (A&O), a great example in this area is our participation
female employees attended
in the Women s Forum Asia 2019 held in Singapore in September 2019
the presentation on the
for the second year consecutively, as a Gold Partner. We sent a diverse
economic empowerment
delegation of 20 Nissan employees to learn at the event and further the
of women and female
dialogue on how to accelerate diversity and inclusion in the company.
participation in the labor
Furthermore, we had four A&O business leaders speak at various events,
market. The event WOMEN TALK
sharing Nissan s approach to workforce diversity, talent development,
and how diversity data helps Nissan to be more inclusive in the way we
serve customers of different genders and cultures. One example of panel
discussion talk was driving etiquette and autonomous driving due to
cultural differences. Flashing headlights can have different implications
in different countries. With the spread of autonomous driving and 5G

Africa, Middle East and India (AMI): including the head of human resources, business managers, HR staff from
At Nissan Africa, Middle East, India (AMI), we were successful in companies in China with which Nissan has alliances. The participants
increasing the number of females in external hiring positions by 25% were certified as in-house trainers after learning about the characteristics
versus 2018, by mandating shortlisting both male and female candidates of each generation, methods for managing uncertainty, dialogue
for the interview stage by the hiring manager. We have taken measures depending on roles, and the motivations of teams and individuals. These
to promote Nissan as a diverse employer, including but not limited to trainers then conducted training on intergenerational leadership at each
introduction of flexible working guidelines, holding female progression of their companies.
awareness sessions and establishing nursing rooms (lactation rooms) at NCIC also conducted diversity and inclusion workshops for senior leaders
all major facilities in 2019. in June 2019 where the participants enhanced their awareness and
At the International Women s Day in March 2019, we promoted diversity understanding of diversity and inclusion and reconfirmed their importance
and inclusion by holding presentations and workshops and other events to lead the business to succeed. They also confirmed that promoting
with AMI leaders as speakers. diversity and inclusion build a stronger corporate culture, creating a work
AMI region sponsored the Women Economic Forum event, which was place in which employees work with trust and passion.
held in Cairo, Egypt on March 2020, aiming to strengthen our position as
Diversity Employer . We enjoyed meaningful media and local coverage. External Recognition for Diversity and Inclusion at
In 2020, we plan to introduce programs to develop skills of female Nissan*
employees to further support the enablement of women.
Both Nissan s diversity and inclusion initiatives and its attitude of placing
emphasis on employee diversity, have received considerable external
China (NCIC and Nissan China JVs):
recognition.
Generation diversity in the work place and understanding differences
As noted above, NCI was selected as a Top 100 Ideal Employer for the
between generations are helpful to improve teamwork, innovation, and
fourth consecutive year and have also been certified as a Great Place to
productivity. Awareness and learning across generations are viewed
Work®. In addition, in Russia Nissan ranked third in Forbes Woman Ranking
as important elements in setting higher goals for the organization, and
2019.
therefore train the trainer (TTT) training on intergenerational leadership
In 2015, we became the first company in Kanagawa prefecture to earn
was conducted in April 2019 by Alliance China Academy for the Nissan
Platinum Kurumin certification, which is granted to Kurumin-accredited
China region including NCIC and Nissan China JVs.
companies (certified as supporting childcare) that provide an even higher
The training took place for 21 hours over three days with 33 participants
standard of childcare support. Then in 2017 we received the highest third-

level Eruboshi accreditation as a company that successfully promotes female

participation in the workplace. Additionally, we were the first Japanese
carmaker to receive a PRIDE Index top Gold award, a scheme which
recognizes efforts to support LGBT employees; in 2019, we received the
same award for the third year in a row.
These awards are a clear sign that Nissan s commitment to diversity and
inclusion is producing results and that our efforts to make diversity a key
element of its competitive strategy are steadily bearing fruit.
* Click here for data on the main examples of external recognition of our diversity and inclusion
initiatives to date.
>>> P235

TRAFFIC SAFETY
GRI103-1 GRI103-2 GRI103-2
Traffic Safety Policies and Philosophy Traffic Safety Management

The automobile has transformed people s lives, bringing mobility, Nissan s goal of zero fatalities means aiming for virtually no fatalities due to
convenience and the pleasure of driving. In recent years, the automotive traffic accidents involving Nissan vehicles. Since 2004, our R&D department
industry has made significant advances, particularly in autonomous driving has been striving to develop technologies based on our unique Safety
technologies and driver-support solutions. The world is also undergoing Shield concept of vehicles that help protect people . Many different types of
major structural shifts due to aging populations and the rapid progression of Nissan vehicles are already equipped with the results of this work, including
urbanization. Technological innovation in the automotive sector is expected technologies to help prevent collisions or reduce the damage when a
to help realize societies with less urban traffic congestion and more ways for collision is unavoidable. Today, we are working toward the implementation of
senior citizens to move about safely. autonomous driving as the next advancement among our preventative safety
Nissan designs and engineers cars that embody the pleasure and richness and driver-assist technologies.
of driving while prioritizing a high level of safety. More than 90% of traffic To help people gain a better understanding of traffic safety, we are
accidents are caused by human error. Our goal is zero fatalities : reducing committed to educational activities to boost safety awareness and support
the number of deaths from accidents involving Nissan vehicles to virtually activities to improve drivers skills.
zero. To this end, we continue working to enhance the safety of our vehicles, We are working alongside government and municipal authorities, universities
partly through the development and adoption of autonomous driving and other companies to realize a safer and more pleasant mobility society.
technologies. We also conduct a wide range of other activities to help build
a safer and more pleasant mobility society, including educational initiatives
to raise safety awareness among drivers, pedestrians and others in the
community.

Goal of Nissan s Activities to Improve Traffic Safety Nissan s ultimate goal:

Nissan s approach to safety is focused on the real world and aims to help
Virtually zero fatalities involving Nissan vehicles
create a society with virtually zero avoidable traffic accidents. In 2019, there
Nissan s approach:
were 3,215 fatalities in Japan caused by traffic accidents. While this is
317 less than in 2018, there are still more than 3,000 deaths per year due A triple-layered approach,
to traffic accidents. According to the World Health Organization (WHO), targeting vehicles, individuals and society
approximately 1.35 million people die each year in traffic accidents globally.
Unless urgent steps are taken, traffic accidents could become the seventh Society
leading cause of death worldwide by 2030.
We set the target of reducing the number of fatalities involving Nissan Individuals
vehicles to half their 1995 level by 2015, and reached this target in Japan,
the United States and the United Kingdom. Today, we are striving to halve Vehicles
this number once again in these markets by 2020. Our ultimate goal is a
world with virtually no fatalities resulting from traffic accidents.
To reduce traffic accidents and achieve this zero-fatality goal, it will be
necessary to develop and deploy effective safety technologies in as many
vehicles as possible. Comprehensive efforts are needed, encompassing
individuals and the driving environment as well. We take a triple-layered
Fatalities per 10,000 Nissan Fatalities per 10,000 Nissan Fatalities per 10,000 Nissan
Japan U.S. U.K.
approach, targeting vehicles, individuals and society to contribute to the Vehicles Vehicles Vehicles
creation of a truly safe automobile society.
Virtually Virtually Virtually

zero zero zero
Source: Institute for Traffic Accident Source: Fatality Analysis Reporting System Source: STATS19 data, U.K.
Research and Data Analysis Department for Transport

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Traffic Safety Achievements highest score for a kei minicar in JNCAP s Active Safety Assessment for
fiscal 2019. The assessment has added a rigorous test of the autonomous
Vehicles: Developing Safety Technologies emergency braking system for pedestrians at night to simulate driving on
roads without streetlights. In addition, through fiscal 2019, 13 major models
To promote safe and enjoyable driving, as well as ensuring that all our brands
featuring Intelligent Emergency Braking were approved under the Advanced
comply with laws and regulations addressing automobile safety, Nissan is
Emergency Braking System certification launched by the Ministry of Land,
working to develop automotive technologies that can help minimize risk to
Infrastructure, Transport and Tourism in fiscal 2018.
vehicle occupants to the extent possible based on its unique Safety Shield
concept.
Major External Safety Ratings (Based on 2019 Assessments)
Our Safety Shield concept divides the conditions surrounding a vehicle into
Regions External Assessments Models Rating
the six phases of risk has not yet appeared , risk has appeared , crash
Collision Safety
5★
may occur , crash is unavoidable , crash , and post-crash, and guides the Performance Nissan Dayz
(Highest rating)
Assessment
development of various technologies in which the vehicle can help protect Preventive Safety Nissan Dayz (highest score for a
ASV+++
people in each phase. This concept is the basis of our efforts to develop Japan JNCAP*1 Performance kei minicar)
(Highest rating)
Assessment Serena (perfect score)
safety technologies. Automatic Accident
SOS+
Emergency Call Nissan Dayz
(on-board type)
System Assessment
Enhancements to Nissan s Safety Technology and INFINITI QX60, INFINITI QX50,

Murano, Altima, Pathfinder,
5★
Overall Rating
External Ratings Received NCAP*2
Maxima, Sentra (2020 model year)
4★
U.S. INFINITI QX80, Armada,
In January 2015, we expanded Intelligent Emergency Braking to more Frontier (Crew Cab), Rogue
Overall Rating
(2020 model year)
models. By the end of fiscal 2015, the technology was available on nearly all Maxima 2020 Top Safety Pick+
IIHS*3
vehicle categories sold in Japan, including electric vehicles and commercial Altima 2020 Top Safety Pick
vehicles, and standard on all major models. In North America, it is now Europe Euro NCAP Juke 5★
China C-NCAP Sylphy 5★
standard on several models including the Pathfinder, Altima and Rogue.
In Europe, it is available on the Juke, X-Trail, Qashqai, Micra and other key *1 JNCAP: The Japan New Car Assessment Program. An automobile assessment program run
by the Ministry of Land, Infrastructure, Transport and Tourism and the National Agency for
models. Automotive Safety and Victims Aid (NASVA).
Our vehicles have earned high safety ratings on many public and *2 NCAP: The U.S. National Highway Traffic Safety Administration s New Car Assessment
Program.
governmental tests held in various regions. In particular in Japan, the *3 IIHS: The U.S. Insurance Institute for Highway Safety.
Serena minivan received a perfect score and the Nissan Dayz received the

Aiming for Virtually Collision-Free Cars Risk has not yet appeared
■ProPILOT assist
Our Safety Shield concept supports the safety of vehicle occupants in ■Intelligent Distance Control
■Navigation-enabled Intelligent Cruise
a variety of scenarios from a comprehensive perspective, from danger Control with full-speed range following
Helps the driver drive
with peace of mind
prevention and avoidance to protecting occupants. capability
■Adaptive Front-Lighting System (AFS)
For example, during normal driving or parking, sensors and cameras can ■Intelligent Around View Monitor
monitor vehicles and pedestrians that may be difficult for drivers to see; ■Intelligent Rear View Mirror
this supports drivers and allows them to drive with peace of mind. In times Risk has appeared
of potential danger, the vehicle can judge in an instant how to help avoid or ■Intelligent Forward Collision Warning
■Lane Departure Warning
lessen the danger. ■Intelligent Lane Intervention
We have set ourselves the goal of providing optimal mobility worldwide. ■Blind Spot Warning
■Intelligent Blind Spot Intervention
We are committed as an automobile manufacturer to swift and widespread Helps the driver
■Intelligent Back-up Intervention
avoid or mitigate
popularization of our safety technologies. ■Intelligent Driver Alertness
dangerous situations
■Rear Cross Traffic Alert
Crash may occur

■Intelligent Emergency Braking
■Anti-lock Braking System (ABS)
■Vehicle Dynamics Control (VDC)
■Emergency Brake for Pedal Misapplication
Crash is unavoidable
■Front Pre-Crash Seatbelts
Crash Helps minimize

■Zone Body Construction
injuries when
■SRS Airbag Systems
a collision is
■Pop Up Engine Hood
unavoidable
Post-crash
■Automated Airbag-Linked Hazard Lamps
■SOS call (HELPNET)

Latest Safety Technologies* Lane Departure Warning/Intelligent Lane Intervention

The Lane Departure Warning system alerts the driver when the car appears
*All terminology and functionality as seen in the Japan market.
to drift out of its travel lane with a visual warning in the meter display
and an audible signal. The Intelligent Lane Intervention system can also
Intelligent Emergency Braking
automatically help the driver return to the travel lane by redirecting the
When the front-mounted camera detects a vehicle or pedestrian ahead and
vehicle toward it.
the risk of collision increases, visual warnings appear in the meter display
and an audible signal warns the driver to take appropriate action. If the driver
Intelligent Driver Alertness
does not reduce speed appropriately, braking is applied to help avoid or
When the Intelligent Driver Alertness system detects via the driver s steering
reduce the severity of a frontal collision.
activity that driver alertness may be reduced, a visual warning in the meter
display and an audible signal urge the driver to take a break.
Emergency Assist for Pedal Misapplication
This technology uses sonar to detect walls and other obstacles in the
Intelligent Rear View Mirror
direction of travel. When the accelerator pedal is depressed too strongly
When the switch is flipped on, the Intelligent Rear View Mirror shows
or the system determines that there is a risk of collision, audio and visual
the view through a rear-mounted camera, helping provide clear rearward
warnings alert the driver as the system reduces engine or motor output
visibility. Any cargo or vehicle occupants inside the vehicle do not impede
and brakes to prevent or reduce the severity of a collision. According to our
the mirror s rearward view. Additionally, the sensitivity of the camera can be
accident analysis, pedal misapplication is not restricted to parking lots and
increased at night or in other low-light conditions, providing the driver with a
similar spaces but also often occurs on the road. Our latest system supports
clear rearward view in a variety of circumstances.
the driver in a wider range of situations in that it can detect vehicles and
pedestrians with
a front-mounted
camera installed in
the upper portion of
the windshield when
traveling at speeds of
up to 25 km/h.

Intelligent Around View Monitor Dissemination of Advanced Driver Assistance

Images showing the vehicle from a virtual bird s eye view clearly convey the Technologies: ProPILOT
relationship between car and parking space, assisting the driver in parking.
Brought to market in 2016, ProPILOT is a driver assistance system that can
If the system detects moving objects around the car, the monitor alerts the
provide speed control, lane centering and brake assist functionalities.
driver. The system also supports the driver with safety checks when entering
ProPILOT 2.0 is the world s first advanced driver assistance technology that
a garage or exiting a parking space.
offers a wide range of support for drivers traveling on a multi-lane highway
by setting their destination in the navigation system to set a predefined
Rear Cross Traffic Alert
travel route, such as hands-off driving while cruising in a given lane and lane
The Rear Cross Traffic Alert warns
changes for passing and branching off. In September 2019, ProPILOT2.0
drivers backing out of a space
was equipped as standard in the all-new Nissan Skyline hybrid. The
when a risk is detected of vehicles
technology is highly acclaimed, winning Best Innovation Award in the 2019-
approaching behind them from either
2020 Japan Car of the Year awards and the RJC Technology of the Year at
side.
the RJC Car of the Year awards.
We are progressively deploying ProPILOT globally in a wider range of vehicle

Blind Spot Warning
types. So far, in Japan, has been available in the Serena, Nissan LEAF and
When the Blind Spot Warning system
X-Trail. In the United States, ProPILOT is available in the INFINITI QX50,
detects a vehicle diagonally behind
Rogue, Rogue sports, Altima, and Nissan LEAF. In Europe, it is available
the vehicle, it indicates the presence
in the Nissan LEAF, Qashqai, X-Trail and Nissan Juke. And in China, it is
of this vehicle to the driver. When the
offered on the Altima, X-Trail, and INFINITI QX50. The new Nissan Dayz,
driver has the turn signal indicator
was the first kei vehicle to offer this feature and its now also offered in
on, visual and audible warnings are
the Nissan ROOX, and in total, more than 660,000 vehicles equipped with
provided.
ProPILOT have been sold as of the end of March 2020. We intend to deploy
the technology in 20 models for sale in 20 markets by the end of fiscal
2023, when the number of ProPILOT-equipped vehicles sold annually is
expected to reach 1.5 million.

From Preventive Safety to Autonomous Driving autonomous driving technologies may one day be able to help reduce traffic
accidents, providing peace of mind to drivers and increased mobility to the
We are enhancing our preventive safety technologies to support the four
rapidly growing number of senior citizens. We believe that autonomous
basic steps in avoiding accidents: sensing, cognition, judgment and action.
driving technologies are a major breakthrough offering new mobility value.
Today we are developing autonomous driving technologies as the next
We are proactively developing these technologies and working to bring them
step in our approach to driving safety. We believe that autonomous driving
to market.
could help reduce
traffic accidents̶ more
than 90% of which
have human error as a
contributing factor̶
and help realize a society
with virtually no traffic
accidents.
Autonomous driving
A Nissan autonomous driving test vehicle.
vehicles equipped with
millimeter-wave radar, laser scanners and cameras continually monitor their
surroundings in every direction. If they approach other vehicles or objects,
artificial intelligence selects the appropriate action based on the information
stored in its knowledge database. The goal is an autonomous driving vehicle
that can correctly assess the situation, make decisions and drive safely even
in complex traffic environments, such as crossroads with no traffic lights or
when passing parked vehicles.
Nissan implements field-testing of autonomous driving on a global basis. In
2019 the U.K. Human Drive Project, an autonomous driving vehicle ran for
370km over the wide-ranging and unique driving environment in the United
Kingdom, including suburban roads, highways and city streets.
In a society facing issues including aging populations and urban congestion,

GRI103-3 GRI416-1 GRI417-1
Nissan s Traffic Safety Activities: Involving Wheel Spinning (Guru-Guru) Exercise , developed in March 2020, which
promotes and encourages safe driving among senior drivers.
People
To create a better mobility society, it is important for as many people as * Traffic Safety Project
ToLiTon (Town, Life and Transportation) Safety Initiative
possible to share an understanding of traffic safety, from drivers and vehicle
This project was named to promote proposals to town, life, and transportation that are not
occupants to pedestrians. We take part in educational activities to help bound by past conventions
boost this safety awareness, including measures to improve driving skills and
a range of other safety promotions. Omoiyari Light Promotion
On November 10, designated Day
Initiatives in Japan of Good Lighting , we hold various
interesting and fun activities
Traffic accidents are statistically more likely to occur during the dusk hours
around Japan to remind drivers
from 4:00 to 6:00 p.m. As part of the Hello Safety Campaign, Nissan s
of the importance of turning on
Omoiyari Light Promotion urges drivers to turn on their headlights earlier
their headlights early in the evening. In 2019, approximately 540 people
in the evening. We have been involved in this campaign since 2010 and
participated in an on-street campaign to encourage drivers to turn on their
promote civic activities with two-way communication to raise public
headlights before dark at 14 locations across Japan: Obihiro in Hokkaido
awareness of traffic safety.
prefecture; Yamagata in Yamagata prefecture; Sagamihara in Kanagawa
Furthermore, we launched a traffic safety project * in 2018 together with
prefecture; Niigata in Niigata prefecture; Asahi (Nyuzen) in Toyama
a research department in Niigata University. They specialize in kinesiology,
prefecture; Tsuruga and Echizen (Sabae) in Fukui prefecture; Higashikagawa
and they have been promoting traffic safety through the involvement of
in Kagawa prefecture; Aki district in Kochi prefecture; Nagasaki, Matsuura,
the local community. We are engaged in a wide range of activities that
Hirado and Emukae in Nagasaki prefecture; and Iriki in Kagoshima
traverse industry sectors, regions, and generations with the aim of realizing a
prefecture. These volunteers were subsequently invited to attend a Traffic
mobile society with zero traffic fatalities, that embraces diversity and leaves
Safety Roundtable. The participants shared information on initiatives under
no one behind. We stand by the members of society who are at a social
way in various regions and issues they faced, which enabled all to foster
disadvantage including in the area of transportation, such as small children,
strong exchanges.
the elderly, foreign visitors and those cut off from public transportation
because of depopulation. One of the outcomes from these efforts is the

Throughout the year, Global Headquarters Gallery hosted daily presentations function declines, it has various negative impacts on the ability to drive a
at dusk by Nissan s Miss Fairlady PR staff members about the Omoiyari vehicle.
Light Promotion. From 2019 they have been holding up signboards that The exercise has three main benefits: improving circulation to help refresh
encourage turning on headlights while they explain. By urging greater the body, building strength through a somewhat strenuous motion, and
awareness of, and action on, safety among corporations, nonprofit stimulating the brain to enhance cognitive abilities. So they are easy to
organizations, car-lovers and other stakeholders, these activities have helped remember, all the moves are completed in four beats over three seconds
our Omoiyari Light Promotion steadily gain broad acceptance among the and the movements are repeated in a rhythmical manner. The exercise can
public. be performed before operating a vehicle or any time one has some time
to spare. It can also be done without the steering wheel prop and it is also
effective to a degree, even if it is done while sitting and watching television
or listening to music. A video showing senior citizens, pre-school children and
university students performing Wheel Spinning (Guru-Guru) Exercise and
participants enjoying a workshop to make their own one-of-a-kind steering
wheels to be used in the exercise was posted to Facebook, YouTube, and
Twitter.
Volunteers in Obihiro, Hokkaido calling for drivers to Regions participating in the campaign to turn
turn on their headlights on headlights
Wheel Spinning (Guru-Guru) Exercise for Senior Citizens Traffic

Safety
This exercise was developed to support safe driving primarily by senior
citizens by improving their muscle strength and enhancing their cognitive Wheel Spinning (Guru-Guru) Exercise Workshop to make steering wheels for the
exercise
abilities.
Senior citizens tend to lose motor function due to a lack of exercise.
Research by the Niigata University (kinesiology) has shown that when motor

GRI103-3 GRI416-1
Partnership with the FIA for Traffic Safety Society: Working Together with Society
In 2014, Nissan and the Fédération Internationale de l Automobile (FIA) We believe we can help create an even safer mobility society by using
formed a partnership to make the world s roads safer through the FIA information from the traffic environment surrounding vehicles on the road. In
Action for Road Safety campaign. We were an official supporter of the FIA s collaboration with a wide range of governmental agencies, universities and
innovative awareness-raising campaign, launched to bolster the United companies, we are participating in various projects aimed at realizing a safer,
Nations Decade of Action for Road Safety. more pleasant mobility society.
As part of this partnership, we worked worldwide to promote the FIA Golden
Rules which aim to reduce the number of deaths from traffic accidents. Helping Reduce Wrong-Direction Accidents
By signing the FIA Online Pledge, campaign supporters publicly commit to
driving safely. Recently, Japan has seen an increased number of incidents involving
We leveraged events like the Nissan Safety Driving Forum and other vehicles traveling in the wrong direction on expressways. Working together
outreach efforts to educate drivers about the FIA Golden Rules and FIA with West Nippon Expressway Co., Ltd., we have developed a navigation
Online Pledge. program that uses GPS to notify expressway drivers of vehicles driving the
wrong way. The system detects these vehicles based on GPS coordinates,
maps, vehicle speeds and other data, and their drivers receive audible and
visual warnings. It first appeared in the Nissan Fuga Hybrid released in
October 2010 and is now available as an option on every type of vehicle we
sell in Japan, including commercial vehicles. Now that the technology has
been licensed to Pioneer Corp., this function is available to customers who
use Pioneer car navigation systems as well.
Our Initiatives for the Future

Applying NASA Technology to Develop AI for Autonomous Vehicles
To realize fully autonomous city driving, we are developing the Seamless
Autonomous Mobility system (SAM). SAM will be able help cars safely
navigate unforeseen situations like accidents, road construction and other
obstacles. When autonomous decision-making is difficult, a remote operator

draws up an ideal route to manage the situation and sends it to the vehicle
for execution.
Field Testing Commercial Mobility Services Using Driverless Vehicles

Nissan and the Japanese Internet firm DeNA Co., Ltd. are jointly developing
a new mobility service called Easy Ride using driverless vehicles. In March
2018, field tests of the Easy Ride service were conducted in the Minatomirai
district of Yokohama in Kanagawa prefecture. The field tests used monitors
in test cars equipped with autonomous driving technology to assess and
check the service. In February 2019, we conducted tests under more
realistic circumstances by expanding the test field and randomly choosing
starting points and destinations. In February 2020, we held a test drive
event for representatives of National government agencies, regional and
municipal authorities, transportation operators, local companies, and other
stakeholders.
Nissan and DeNA will work together to develop service designs for
driverless environments, expand service routes, optimize distribution logic
for when vehicles share congested roads with driver-operated vehicles,
establish pick-up/drop-off processes, and explore the possibility of
multilingual support. We aim to launch the full service in the early 2020s.

PRODUCT SAFETY AND QUALITY

GRI103-1 GRI103-2
Product Safety and Quality Policies and Fair and Swift Action on Major Quality Issues
Philosophy Our primary responsibility as a manufacturer is to make every effort to
ensure that product issues do not occur in the first place. Another duty is to
Product evaluations and automaker brand value are entirely dependent on
ensure that vehicles, which are extraordinarily complex industrial products,
customer perception of quality. In the automotive industry, rapid technical
are manufactured to handle a range of eventualities. Our approach to recalls
innovations are seeing customers demand ever-higher levels of quality in the
is to conduct them transparently, fairly and promptly. The decision to conduct
products they purchase. A company can strengthen its brand by consistently
a recall is based on compliance with relevant laws and consideration of how
providing the value customers expect, but failing to meet expectations even
the issue may affect customers safety. When a recall is judged necessary,
once makes it harder to maintain a platform for providing new value to those
we implement it swiftly, placing top priority on customer safety and
customers.
minimizing the disruption to their lives.
As mobility needs rise worldwide, driven by increased urbanization and
structural changes in the global economy, Nissan is expanding production
to fulfill its mission of offering people everywhere the rich benefits of
mobility. At the same time, we believe that automakers have an important
responsibility to always offer customers the kind of quality they expect.
We aim to earn our customers trust by addressing quality as a companywide
issue. This means providing top-level quality to customers at every stage,
from the planning of new vehicles through development, manufacturing,
distribution and sales to aftersales service.

GRI103-1 GRI103-2
Quality Policies and Philosophy Product Safety and Quality Management

Quality has many aspects, and we seek to provide high quality at all stages Ensuring the safety of customers who purchase Nissan cars and
of the customer experience: how it feels to use the product itself, the way consistently providing the quality they expect are both important parts of
customers are treated by sales staff in showrooms, the response if problems gaining their trust. In order to earn that trust and achieve sustainable growth,
arise with the product. To achieve this, we pursue effective companywide Nissan has set the companywide goal of being recognized by customers
cooperation at the cross-functional and cross-regional levels. We aim to as a brand offering top-level quality. We have created systems to promote
be recognized by customers as a brand offering top-level quality in both quality improvement globally, with top executives taking responsibility for
products and sales and services. ensuring these promotions are successful. All Nissan employees work
Vehicle product quality is essential for safe and comfortable long-term use. together as one to improve quality around the world.
We aim to provide a high level of quality that meets customer expectations
over the entire lifecycle of the product. This includes the perceived quality Management Systems for Product Safety and Quality
when a customer opens the vehicle s door in the showroom, sits in the seat
and takes a test drive; the initial quality in the first year after purchase; and To achieve top-level quality, we have assigned a number of Senior Vice
the durability that allows the vehicle to provide many years of use. Presidents, headed by the Chief Quality Officer (CQO), to focus exclusively
We also conduct initiatives to increase customer satisfaction (CS) regarding on quality issues. A CQO meeting, chaired by the CQO, is held every month
sales and service quality. Our aim is to exceed expectations at every and attended by executives representing each division and region. These
customer contact point, including dealership visit, purchase, maintenance, meetings work to promote the swift solution and improvement of issues
inspection and repurchase. related not just to product quality but also to sales and service quality
We listen to customers and incorporate their feedback in every process experiences before and after purchase.
throughout the company in our pursuit of CS.
Additionally, in order to fully implement compliance, we have established
a three-layer monitoring and audit system and are working to strengthen
our audit activities. The first layer consists of each division implementing
monitoring activities to ensure strict observance of laws and standards.
In the second layer, the Conformity Audit Office conducts audits of those
efforts to observe laws and standards. And in the third layer, the Internal
Audit Office conducts risk-based audits in accordance with annual plans.

GRI103-3
Product Safety and Quality Achievements to executives and senior managers.

Employees who buy Nissan vehicles are also customers and important
Reflecting Customer Feedback in Activities to stakeholders. The Quality Listening Box on our intranet lets employees
Enhance Quality actively contribute information to raise the quality of products and services.
Quality reflects how successfully Nissan interacts with its customers. In

order to provide the value that customers expect and respond rapidly if
Incorporating Customer Feedback into Products and
they are not satisfied, we listen to all feedback and put what we learn to
Services
use in measures to improve quality at every stage, from product design and
development to aftersales service. We have implemented a system for reflecting customer feedback in our
products and services. Reliable information sharing ensures that this
feedback is incorporated in the work of all functions, including product
Responding Rapidly to Customer Feedback and Timely planning, R&D, manufacturing and sales.
Sharing of Information Product quality is about more than just a lack of mechanical faults̶ it
includes any factors that could affect customer satisfaction (CS). We see
We receive and respond to customer comments and questions worldwide these factors as issues requiring action and strive to improve quality across
through a range of contact points, including dealers, call centers and all areas.
surveys. The value that customers expect from products varies according to their
Our customer call center in Japan, for example, receives around 280,000 region, age, and personal tastes and can also be affected by market factors,
comments and questions from customers annually. All catalogs, instruction such as product diffusion levels or even climate.
manuals and similar materials published over the last 50 years have been Although we have basic specifications for global design, we fine-tune these
digitized for easy searching, letting operators address customer concerns as to meet regional needs. The Chief Quality Engineer (CQE) performs this role,
quickly as possible. Operators also have access to a database of frequently participating in the vehicle manufacturing process from the product planning
asked questions and their answers, organized into three segments by vehicle stage in order to enhance CS and reduce defects. We glean customer
models, keywords and categories. perspectives from market information and employee monitors and prioritize
Opinions and comments received by our customer call center in Japan are our response to these from the planning and development stages for both
anonymized and shared companywide on the intranet, where employees can products and services.
access and view them at any time. Information is also promptly sent by email

Adopting a Customer Perspective and Fostering a CS Improving Product Quality

Mindset
Product quality is a basic feature in allowing customers to use a product
To improve quality across the company, all employees must consider the safely and comfortably over the long term. For Nissan, a leading
customer s perspective and keep CS in mind as they work. For this reason, automaker with a strong history of monozukuri, Japan s tradition of careful
we implement numerous activities for incorporating customer views. One of craftsmanship, product quality is the foundation for our sustainability as a
these is regular CS mindset training. company. We consider quality from the customer s perspective at all times
This training covers quality improvement measures and CS policy in the and respond quickly if a defect occurs, striving to prevent recurrence so as
Nissan Group, incorporating actual feedback from customers in group not to inconvenience the customer. We ascertain customer dissatisfaction
discussions. Employees discuss what we can do for our customers and what and address it through all possible means, improving quality to increase
actions are necessary in the current situation, which fosters a CS-based satisfaction.
quality-improvement mindset among individual employees. This training is We categorize product quality into areas like perceived quality, initial quality
currently offered in Japan, with further expansion ongoing around the world and durability. Quality improvement efforts target the entire lifecycle of a
in a growing number of departments. product, from planning and design to R&D, manufacturing, logistics, sales
Since 2003, we have also held Nissan Quality Forums for executives, and aftersales service. We monitor the results of quality surveys, using them
employees and suppliers. These annual forums use information displays, as internal indices and making improvements through the PDCA (plan, do,
video presentations and actual vehicles and parts to showcase our latest check, act) cycle.
quality results, customer feedback and activities aimed at meeting targets.
The forums are organized cross-functionally by all divisions from R&D to
service. In recent years experiential events that lead to actions being taken
have been organized in order to raise all employees awareness of CS and
quality-improvement issues. They are held globally in Japan, North America,
Latin America, Europe and Southeast Asia.

Approaches in Development and at Manufacturing Plants Producing Products of Consistent Quality Worldwide
We have adopted the 4G Strategies to produce high-quality products
Improving Perceived Quality and Developing Vehicles with Valued
globally. These strategies let us quickly create optimum production
Designs
structures for providing consistently high-quality products to customers
Perceived quality is the quality that customers feel when seeing, touching
around the world.
and operating a vehicle. For example, when customers come to the
showroom, they open vehicle doors, sit in seats and check things like the
Nissan s 4G Strategies
texture of interior fittings.
The perception of quality is a particularly subjective matter, and applying Global Production Global Professional
Engineering Center (GPEC) Development Center (GPDC)
objective criteria requires thorough studies. We conduct consumer
researches around the world targeting customers who have purchased The GPEC develops optimized The GPDC trains logistics
production processes through focused specialists to work at
or are considering purchasing a Nissan car in order to understand their trials and analysis of new vehicles. As manufacturing bases. Training
perceptions better and incorporate those perceptions in new vehicles. Our well as dramatically improving quality includes parts packaging design,
in the vehicle production preparation packaging testing and evaluation
perceived quality specialists communicates the voice of customers around stage, it strives to establish global methods, CAD and optimum
the world and support us to develop attractive styling vehicle that are valued quality consistency by spreading high logistics cost management to
standards to manufacturing plants in maintain high quality.
by our customers.
and outside Japan.
Global Launching Expert

Global Training Center (GTC)
(GLE)
Manufacturing quality and productivity The GLE helps resolve
depend greatly on the skills of issues related to monozukuri
individual workers. To raise these skills (production) during the
to a competitive level in our plants new vehicle launch phase.
worldwide, the GTC runs classroom Evaluations and advice from
lectures and skills training activities GLE core members and support
based on the Alliance Production Way
from GLE registered members
(APW). Graduates of Master Trainer
help us meet QCT (quality, cost,
programs take part in training programs
for local staff in regional training time) targets on every new
centers, efficiently passing their skills vehicle launch.
on to others.

Implementing Quality Tests Envisioning a Myriad of Situations shares information with the R&D and manufacturing divisions to investigate
Each of our production cars and development models is evaluated using the causes and come up with countermeasures. These countermeasures
a system called AVES* to monitor quality on a daily basis. Feedback from are incorporated in production models on the market. In this way, we seek
customers is incorporated in standardized evaluation criteria, which are permanent solutions to prevent outflow of quality issues.
used to train quality assessment specialists. Only these company-certified The global expansion of our corporate activities has increased our potential
experts, known as AVES Masters, can perform our strict daily assessments. exposure to customer dissatisfaction and quality issues in more regions
The assessment process evaluates the vehicle s interior and exterior and around the world. In response, we have established Field Quality Centers
tests it while it is in operation, focusing on whether it meets quality standards (FQCs) with the goal of promptly gaining an understanding of regional
defined in terms of customer requirements. quality issues and analyzing their causes locally. There are now 19 FQCs in
During the running tests, carried out on actual roads, assessors check the Japan, the United States, Europe, China, Mexico, Brazil, South Africa, India,
vehicle in areas including unexpected noise, vibration, stability of handling Australia, Thailand, Indonesia, Malaysia and other locations.
and the functionality of its various advanced systems.
Conceptual representation of the five phases of
Final responsibility for overall quality is the responsibility of the CQE, who market quality research and analysis
envisages different use scenarios for Nissan vehicles and carries out Collecting and analyzing information
Phase １
stringent quality checks accordingly. Clarification of the fact
Confirmation of the phenomenon with parts and vehicles
* AVES stands for Alliance Vehicle Evaluation Standard. AVES is a quality evaluation system Phase 2 Sharing the facts with R&D/manufacturing/suppliers
used across the Renault-Nissan-Mitsubishi alliance, in which specially trained experts assess Sharing the fact and Agreement on investigation items/responsibilities with R&D/
decision of investigation manufacturing/suppliers
vehicles using more than 300 quality assessment criteria established from the customer s items and responsibilities
perspective.
Phase 3 Identification of the root cause from failure cause analysis & Test
Root cause analysis & result
planning countermeasure Planning countermeasure proposal based on technical
proposal standard (design/manufacturing) and failure effect analysis
Activities to Improve Market Quality Agreement and decision of countermeasure with R&D/
Phase 4 manufacturing/suppliers
Swiftly Improving Quality in Local Markets Validation of Countermeasure adoption at production line and deployment in
countermeasure content market
We are strengthening direct communication with sales companies and
customers to promptly identify and respond to customer dissatisfaction and Phase 5
Recurrence prevention Revision of the technical standard (design/manufacturing)
defects. Our TCSX addresses customer dissatisfaction and quality issues and horizontal Revision of the management process
deployment
based on information from sales companies and the customer call center. It

Our FQCs conduct market quality research and analysis in five phases. Enhancing Durability
First, they recall problem products from the market to clarify the facts Product life is affected by durability issues that can arise from long vehicle
and conduct detailed interviews to replicate the defects (Phase 1). Next, use: molded resin parts changing color or deforming, surface materials
they bring suppliers together with our R&D and manufacturing divisions becoming abraded, chrome stripping away and material fatigue producing
to share information, decide on areas for further investigation and assign odd noises in the vehicle. We consistently obtain data of warranty after
responsibilities (Phase 2). Based on the findings of these detailed studies, the initial sale and conduct quality checks on recovered vehicles and parts
staff members gather again to scientifically pinpoint the cause of the actually used by customers to identify defects earlier. Analyzing this data
problem and decide on specific countermeasures (Phase 3). These helps us develop technologies that are more resistant to durability issues.
measures are incorporated in future R&D and manufacturing activities
and new management structures are put in place to prevent recurrence of
reliability issues or incidents (Phases 4 and 5).
Improving Initial Quality

Initial quality issues involve defects that occur within a year of a new car
purchase. To ensure that customers are satisfied, we maintain a firm
commitment to enhancing quality at the manufacturing stage for every single
product that comes off the line. To this end, we have adopted the Alliance
Production Way (APW) as our fundamental approach in this area. The Chief
Vehicle Engineer (CVE), who is responsible for development, meets with the
CQE to share information from the market in order to promptly respond to
customers wishes and potential satisfaction concerns.
We confirm quality improvements for each process and explore necessary
risk-reduction measures by visualizing potential risks at the planning stage.
Applying all of these processes with transparent criteria lets us ensure that
new models offer high quality from the outset.

Approaches with Suppliers delivered by suppliers to confirm their high quality.

To determine whether new suppliers are able to carry out these tests, we
As our production network expands worldwide, the risk of problems related
developed the ASES system.*2 The ASES contains 240 evaluation criteria
to the quality and supply of parts increases. Our efforts to ensure product
to determine if a component is defective and analyze the systems in place
quality include working with suppliers to improve quality at all production
to prevent problems occurring. The ASES is applied on-site, at the supplier s
sites from the design stage onward.
factory. New suppliers undergo ANPQP training and are certified as trainers
themselves after they reach a specified level. They then conduct training
Promoting Risk Evaluation and Reduction Management Among
on the supplier s premises and build a system for supplying precision-built
Suppliers
components.
We promote stronger global management at the head offices of our
Suppliers already dealing with Nissan are given a Supplier Score Card
suppliers with global operations even as we work to enhance our own global
containing an assessment of diagnostic measurements like delivered quality
quality management. Nissan representatives visit each supplier s plants and
and market quality. In addition, the SHC*3 system also involves periodic
check the quality control conditions on their production lines. We also offer
inspections of supplier factories to check their management system. This
support for suppliers efforts to meet the quality control standards we require.
ensures that suppliers maintain their systems for consistently delivering
In addition to these activities, we have prepared checklists based on
high-quality components and conduct new initiatives to further improve
successful resolution of past issues and work not only with direct suppliers
quality.
but also with tier-2 suppliers to implement quality improvement measures.
*1 ANPQP stands for Alliance New Product Quality Procedure. We created the ANPQP based
Supplier Inspections and Training for Improving Product Safety and on IATF16949, a standard for automotive sector quality management systems published by
Quality the International Automotive Task Force (IATF), in order to establish supplier quality assurance
standards.
To ensure product safety, we work together with suppliers and conduct
Click here for more information on ANPQP.
inspections for products as well as components. https://www.nissan-global.com/EN/QUALITY/PRODUCTS/GLOBAL_SP/GUARANTEE/
Each component from our suppliers represents the end-product of a
complex manufacturing process that includes planning and development *2 ASES stands for Alliance Supplier Evaluation Standard. The ASES is used to evaluate if a
vendor qualifies to become a suitable supplier. Based on 240 criteria at five stages, potential
validation, turning design blueprints into prototypes, performance testing
vendors are ranked A, B, C or D. We then form business relationships with the top-ranked
and, finally, mass production. We have created a system called ANPQP*1 industry suppliers.
for regulating the necessary quality assurance across this entire series of
activities. The ANPQP requires tests to be carried out on every component *3 SHC stands for Supplier Health Check. The SHC is our unique system for checking our
suppliers quality management systems and how they are actually being implemented.

Improving Sales and Service Quality Updating Global Dealership Standards

As well as aiming to produce high-quality vehicles, we work to increase the In response to the diversification of our customers expectations and
quality of our sales and aftersales service during the purchasing process, lifestyles, we are introducing a new initiative called the Nissan Retail
seeking to exceed customer expectations at all contact points. Through Concept (NRC) to dealerships around the world to promote standardization.
effective management of sales and service quality at dealerships in major We aim to improve CS by improving sales and service quality through a
markets around the world, we strive to improve CS by adhering to the Nissan globally consistent brand experience. With the rapid spread of digitalization,
Sales and Service Way (NSSW). Our goal is to achieve top-level CS in 20 consumers purchasing behavior and ownership experiences are changing
key national markets, including Japan, the United States, China, and major dramatically. To respond to these changes, we have introduced global
European markets, boosting our brand image worldwide. standards for improving our dealership operations, from new standard
shop designs to digital environments for dealerships. Adoption of the new
standards has already begun in key countries, and more than 1,800 stores
The Nissan Sales and Service Way (NSSW) had completed the adoption process by the end of fiscal 2019. We will
continue to deploy the new concept in our stores around the world.
The Nissan Sales and Service Way (NSSW) is a set of global guidelines The new dealership layout and design is intended to appeal to all customers,
designed to improve customer perceptions of our brands and products and from those who have come to purchase a new car to those returning for
increase satisfaction with our sales and marketing activities and aftersales vehicle inspection or servicing, creating comfortable, welcoming spaces
service. We conduct a range of activities to increase CS and improve sales that offer needed services as efficiently as possible. We aim to standardize
and service quality based on the NSSW. our entire sales and service process for customers in response to diverse
In particular, as well as improving our dealership facilities, we set global customer needs, in order to improve satisfaction among customers who visit
standards and carry out initiatives to provide customers with a consistent dealerships.
sales and service experience. We aim to respond rapidly to customer With the adoption of digital tools, we are aiming to make dealership
dissatisfaction and other issues and review business processes to operations more efficient and assist customers considering the purchase of
incorporate feedback collected through contact centers, dealerships, email, a new car. To ensure that the new standards are adopted in each country,
social media and other channels. the Nissan Academy, a special team for educating dealers, will develop and
conduct training for dealership staff and management, teaching them to
provide an experience that goes beyond customer expectations.
NRC also incorporates key Nissan brand elements such as Nissan

Intelligent Mobility, electric vehicles, the NISMO performance sub-brand,

light commercial vehicles and Nissan Intelligent Choice (our premium
certified pre-owned car program). We hope to improve customer satisfaction
and convenience even as we promote the Nissan brand and expand our
business.
To boost the quality of sales and service activities at dealerships, we train
specialist staff and continually improve these activities. These specialists
analyze dealer operations, develop improvement plans based on their
individual situations and support implementation. For example, they visit
dealerships after analyzing CS surveys and the voice of the customer, clarify
issues by observing workplace operations and interviewing staff, and then
discuss potential solutions with the staff and provide guidance allowing the
dealership to continue making autonomous improvements.

SUPPLY CHAIN MANAGEMENT

Supply Chain Strategy Nissan s Approach to the Supply Chain

The challenges facing modern societies, such as climate change and energy To optimize purchasing activities, the Alliance partners established a
issues, are increasingly global in their scope. To meet these challenges, it common purchasing company, the Renault-Nissan Purchasing Organization
is essential for Nissan to identify relevant issues at each stage along the (RNPO), in 2001 and have steadily increased the scope of its activities in
supply chain and make ongoing efforts to address them. As a business the years since then. The organization now covers all purchasing domains,
with worldwide operations, Nissan has a supply chain that extends across incorporates all purchasing functions and builds mutually profitable business
the globe. We promote consistency in purchasing activities throughout the partnerships with all suppliers. Its name was changed to the Alliance
global supply chain, sharing our vision and policy with business partners and Purchasing Organization (APO) in April 2018, after Mitsubishi Motors joined
strategically collaborating with them to ensure their adoption. the Alliance. The new organization aims to help each company in the Alliance
We aim to achieve sustainable growth built on a foundation of mutual trust achieve sustainable performance through the steady development of the
with its business partners. We listen closely to and work with our suppliers Alliance as well as through the advantage of economies of scale.
as equal partners, developing and maintaining cooperative and competitive We use common, transparent processes and criteria worldwide to select
relations that enable us to implement best practices. suppliers and are open to doing business with new partners, regardless of
nationality, size or transaction ties in the past. Suppliers are selected after
the relevant Nissan divisions meet to examine submitted proposals from a
range of perspectives. We explain our decisions to every supplier that takes
part in the supplier selection process as part of a thoroughly fair, impartial
and transparent system.
Transactions with suppliers are based on the three values that the Alliance
regards as important: trust (work fairly, impartially and professionally),
respect (honor commitments, liabilities and responsibilities) and
transparency (be open, frank and clear).
Nissan and Renault have produced a booklet, The Renault-Nissan

Purchasing Way,* outlining the values and processes the Alliance sees as Processes from Supplier Selection to Mass Production
important when doing business. This booklet has been shared with tier-1
Design
Renault and Nissan suppliers since 2006. In Japan, we also adhere to the Choice of Selection of Prototype production Mass
proper trading guidelines issued by the Ministry of Economy, Trade and supplier Sourcing suppliers Evaluation for mass production
candidates production
Industry for the automotive industry.
* Click here to download The Renault-Nissan Purchasing Way.

https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/Renault_Nissan_Purchasing_Way_
English.pdf
Performance monitoring
Supply Chain Company Organization

The Alliance Purchasing Organization (APO) created by
Renault, Nissan, and Mitsubishi Motors Working with Suppliers
We aim to make our global supply chain sustainable by conducting ethically,
socially and environmentally responsible business at every stage. We collate
and manage a database of plant locations, total purchase values and other
Purchasing domains : All (components, materials, equipment, molds, basic information for all suppliers. We are working together with all suppliers
service support) to promote the sustainability principles set out in the Renault-Nissan CSR
［vehicles/units］
Purchasing functions : All (planning, procurement, projects , Guidelines for Suppliers and the Nissan Green Purchasing Guidelines.
management, supplier quality, etc.)

Supply Chain Management Policies and 2. Safety and Quality: Ensuring the safety and quality of products and
services, etc.
Philosophy 3. Human Rights and Labor: Prohibition of child labor and forced labor,
Promoting Widespread Permeation through the Renault- complying with working hours and remuneration laws, etc.
Nissan CSR Guidelines for Suppliers 4. Environment: Environmental management, reducing greenhouse
gas emission and industrial waste volumes, and managing chemical
To effectively implement sustainability practices worldwide, Renault and substances, etc.
Nissan revised the Renault-Nissan CSR Guidelines for Suppliers* in 5. Information Disclosure: Open and impartial communication with
December 2015. Renault and Nissan distributed the revised guidelines to all stakeholders, etc.
their suppliers and have also asked suppliers to share the revised guidelines In addition, suppliers are requested to undergo assessments by third parties.
with their own business partners to ensure they permeate throughout the The guidelines mandate that suppliers comply with laws and regulations.
supply chain. Renault and Nissan drew up the first edition of the guidelines If suppliers are found to be in a state of non-compliance, the guidelines
for distribution in 2010 with reference to the CSR guidelines of the Japan prescribe required responses, such as filing a report immediately, conducting
Automobile Manufacturers Association, Inc. an investigation and formulating corrective measures. In the case of a non-
Key revisions and clarifications in the 2015 edition included, as a response compliance incident, we will take firm action based on our regulations and do
to new laws and ordinances: (1) updating the procurement policy to include everything necessary to prevent a recurrence. In fiscal 2019 no human rights
responsible mineral procurement and the elimination of antisocial forces violations, such as discrimination, occurred, and no supplier was found to be
based on new Japanese governmental guidelines and regulations; (2) at serious risk of forced labor or child labor.
requiring a shared commitment to sustainability activities with suppliers
at the time the guidelines are distributed and (3) beginning third-party * Click here to download the Renault-Nissan CSR Guidelines for Suppliers.
assessment of supplier sustainability activities as an Alliance initiative from https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/CSR_Alliance_Guidelines.pdf
fiscal 2016. As part of efforts to promote sustainability practices among

business partners in emerging countries, the revised guidelines were Suppliers and Environmental Activities
published in Chinese as well as English and Japanese. Nissan has shared its environmental philosophy and environmental
To help suppliers review their corporate activities from a sustainability action plan with suppliers since the mid-1990s. To improve environmental
perspective and take sustainability actions, the guidelines explain expected performance throughout the supply chain jointly with suppliers, we first
initiatives in 26 categories across the following five areas: published the Nissan Green Purchasing Guidelines in 2001 and have
1. Compliance: Complying with laws, preventing corruption, etc. actively promoted environmental activities at suppliers in line with these

guidelines since then. After Nissan and Renault integrated their technical water usage, waste production and other data related to our burden on
standards for management of chemical substances in fiscal 2016, a revised the environment. To further enhance our activities in this area, in fiscal
version of the guidelines were published in January 2017. Furthermore, 2014 we adopted the supply chain program run by CDP, an international
in August 2018, based on the midterm environmental action plan, Nissan environmental NPO that manages a global system for disclosing
Green Program 2022 (NGP2022),*1 we revised the content of the corporations environmental impact and strategies. In fiscal 2019, based on
guidelines, adding requests that suppliers undertake their own environmental these surveys, we continued encouraging some suppliers to improve their
activities. Additionally, in May 2019, in order to strengthen management of environmental activities.
environment-impacting substances, we added requirements dealing with ＊1 Click here for more information on NGP2022.
supplier self-diagnosis of environment-impacting substance management https://www.nissan-global.com/EN/ENVIRONMENT/GREENPROGRAM/FRAMEWORK/
and related topics, which all suppliers are asked to follow.*2 ＊2 Click here to download the revised version of the Nissan Green Purchasing Guidelines.
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/Nissan_Green_Purchasing_
The Nissan Green Purchasing Guidelines are part of the detailed explanation
Guideline_e.pdf
in the environment-related section of the Renault-Nissan CSR Guidelines for ＊3. The European Union (EU) s Registration, Evaluation, Authorization and Restriction of
Suppliers. Chemicals (REACH) Regulation and European Reusability/Recyclability/Recoverability
Environmental activities undertaken with suppliers involve the core (RRR) Directive, etc.
components of compliance with environmental regulations and Nissan s

basic environmental principles, along with activities to reduce the burden on The Role of the Nissan Green Purchasing Guidelines
the environment. The Renault-Nissan Purchasing Way
As for the former, in response to global trends*3 in such regulations as the Basic Alliance principles for purchasing
Nissan Green Program 2022
Shared values with suppliers
European Union s Registration, Evaluation, Authorization and Restriction of (trust, respect, transparency) Midterm environmental
action plan
Chemicals (REACH) Regulation and the European Reusability/Recyclability/ Supplier sourcing process
Support for suppliers
Recoverability (RRR) Directive, we have added new items to the list of
banned substances and globally expanded component data management.
When selecting suppliers for new models, we check their management of Nissan Green Purchasing Guidelines
Renault-Nissan CSR Guidelines for Suppliers
Compliance with regulations and Nissan's
and activities regarding environmentally hazardous substances, informing Compliance basic environmental principles
them of specific actions needed to comply with the REACH Regulation and Safety and Quality Establishment of management system
Human Rights and Labor Management of chemical substances
requesting their compliance. Environment Activities to reduce environmental load
Based on the NGP2022, we hold annual environmental briefing sessions Information Disclosure Completion of surveys on CO2 emissions,
water usage, other environmental factors
and have since fiscal 2012 conducted surveys to ascertain CO2 emissions,

Supply Chain Management We also conduct sustainability training in our purchasing department to
ensure that employees conduct checks of suppliers sustainability activities
Nissan has been always working to improve its supply chain through in their daily work.
activities including third-party assessment of suppliers sustainability If there are issues with the supply of parts and materials, they may
activities and sustainability training for workers in its purchasing department. lead to problems not only for Nissan s production but also supply chain
We have also instituted an awards system to recognize suppliers whose as a whole. We therefore position the following measures as part of
performance is outstanding. This awards system aims to encourage sustainability activities and implement: (1) confirming supply risks under
suppliers in the global supply chain to embrace Nissan s management normal circumstances; (2) following up annually on quality, cost, delivery,
approach, which balances the economic activities of quality, cost reduction development and management (QCDDM) performance and (3) working with
and technological development with social responsibility and environmental suppliers to craft response plans for natural disasters to ensure production
concern. continuity or early restoration of capacity.
We monitor compliance from the perspective of supplier management,
Evaluation, Monitoring, and Auditing of Supplier s constantly assessing the situation at each supplier based on a range of
Sustainability Practices factors. When high risk is identified, we work with the supplier to rapidly draft
Nissan has been confirming suppliers acceptance of the Renault-Nissan and implement countermeasures.
CSR Guidelines for Suppliers and check their environmental management In fiscal 2019 there were no suppliers whose compliance was problematic,
systems and their willingness to advance environmental activities with us at and no supplier contract was terminated for such a reason.
the time of supplier selection. Among newly selected suppliers in fiscal 2019,
100% of them met both Nissan s social standards and basic environmental
principles.
In 2016 the Renault-Nissan alliance began third-party assessment of
suppliers sustainability activities to raise standards through mutual
confirmation. When results do not meet Alliance standards, suppliers
are asked to draw up plans for improvement. We then monitor their
implementation. By now, more than 80% of Nissan's purchase demands are
covered by a third party assessment.

Promotion of Monozukuri Activities with Suppliers Engagement with Suppliers

We work to continually improve the competitiveness of our products through Providing suppliers with timely and accurate information is a key task for
the Monozukuri Activities program, a collaboration between suppliers Nissan. Suppliers meetings are held in Japan and overseas to spread
and Nissan that was launched in 2008. Since 2009 these activities have understanding of Nissan s purchasing policy for the fiscal year, midterm
expanded through the joint THANKS Activities initiative, which emphasizes business plan and other matters. In Japan, we hold monthly meetings and
trust and cooperation between Nissan and its suppliers. With the goal of directly inform suppliers of our production plans, activities and requirements.
working with suppliers to become cost leaders under today s challenging The meetings are also an opportunity for Nissan to respond to supplier
market conditions, we strive to improve product quality, reduce costs questions and requests.
and rationalize manufacturing through measures that include increasing
production volume per part, promoting localization and improving logistics.
In fiscal 2013 we introduced the Total Delivered Cost (TdC) Challenge, Recognizing Supplier Contributions Worldwide
aiming to optimize all fluctuating costs, including for specifications, materials,
Each year we recognize the contributions of our suppliers to the
exchange rates and logistics. Our various functional departments, together
development of our business and improvement of our performance with
with suppliers, are continuously working to forcefully advance the TdC
awards presented at the global level as well as in each of the regions where
Challenge and improve both quality and supply.
we operate. At the Nissan Global Supplier Awards, we present Global
Quality Awards to suppliers showing exceptional performance in quality
for the year, and Global Innovation Awards to suppliers whose innovative
initiatives improved Nissan s brand and product power. Global Quality Award
recipients are selected by Nissan s purchasing, quality and other divisions
using standard criteria applied worldwide. Global Innovation Award recipients
are selected from suppliers nominated by Nissan s production, development
and other divisions in two categories: product technology and process
management. In fiscal 2019, five companies received Global Quality Awards,
while Global Innovation Awards went to seven companies.

Responsible Minerals Sourcing Responsible Minerals Sourcing Management

Conflict Minerals Management
Minerals Sourcing Policy We began conducting conflict-mineral surveys in our major areas of
operation (Japan, North America and Europe) in fiscal 2013. Starting in
In 2013, Nissan moved quickly to establish a policy against use of conflict
fiscal 2014, we gradually expanded the scope of these surveys to other
minerals and published the policy on its website. Following this in July 2020,
areas. Surveys on a massive scale are required to grasp the status of
it formulated and published its new Global Minerals Sourcing Policy and
minerals usage throughout the global supply chain. We therefore collaborate
expanded the scope from the conflict minerals known as 3TGs (tin, tungsten,
with organizations including the Japan Automobile Manufacturers
tantalum, and gold) to all minerals including cobalt from conflict-affected and
Association, Inc., the Japan Auto Parts Industries Association, and the
high-risk areas.
Japan Electronics and Information Technology Industries Association to hold
Nissan s goal is to conduct ethical, social and environmentally conscious
regular working group sessions to consider methods for investigation and
business practices at every level of our global supply chain. We monitor our
analyzing the results of those investigations.
supply chain to assess whether the mineral resources contained in materials
The surveys track minerals back through the chain of suppliers using
or components used to manufacture our products have any harmful social
documents called CMRTs (Conflict Mineral Reporting Templates) provided
effect, such as on human rights or the environment. When there are
by the RMI.* This enables Nissan to identify smelting and refining companies
concerns about the minerals being used, Nissan actively works to end that
that are not procuring minerals that are a source of funds for armed groups
use.
in their regions.
Based on its Global Minerals Sourcing Policy, Nissan references the OECD s
We provide the suppliers we survey with manuals describing how to fill in
due diligence guidance to implement due diligence related to minerals
required forms and what tools to use to collate results. In this way, we work
sourcing in its supply chain. We work with our suppliers to assess risks and
to increase understanding of conflict-mineral issues throughout the supply
will strengthen our efforts to take corrective actions furthermore whenever
chain.
issues are identified.
In fiscal 2019 we conducted surveys in 11 markets, Japan, the United
* Click here to download Nissan Global Minerals Sourcing Policy.
States, Mexico, Europe, China, Thailand, Indonesia, Taiwan, India, South
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/Minerals_Sourcing_Policy_e.pdf Africa and Brazil. No suppliers were found to be using minerals from
smelters/refineries believed to be connected to armed groups.
Going forward, we plan to make our surveys more effective by improving
its methodology in conjunction with the member companies of the Japan

Automobile Manufacturers Association, Inc., and the Japan Auto Parts

Industries Association. We will also continue to seek responses from
suppliers that did not reply to the survey.
* RMI stands for Responsible Minerals Initiative, an organization with member companies and
associations from the information and communications technology and other industries that
works to improve global social and environmental awareness.
* Click here for more information on our measures against conflict minerals.
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/Conflict_Minerals_e.pdf
Management of Cobalt
Nissan is aware that not only geopolitical risk but also environmental
impact and human rights issues related to cobalt mining have been pointed
out. Together with suppliers, Nissan aims to carry out responsible cobalt
sourcing.
Since 2018, Nissan has conducted interviews with its major battery suppliers
and follows up with them on a regular basis. We are enhancing our approach
to identifying cobalt smelters/refineries by referencing the OECD s due
diligence guidance.

HUMAN RESOURCE DEVELOPMENT

Human Resource Development Policies and Human Resource Development Management

Philosophy Continually Improving Human Resource Systems
Nissan believes that for employees to work in a worry-free, self-initiated Nissan values the skills and capabilities of all employees, working constantly
manner, they need to be able to pursue their careers regardless of gender, to improve its human resource systems to achieve an organization enabling
nationality or other factors. Skills development programs are another employees to reach their full potential. The evaluation-based remuneration
essential part of making the workplace attractive to employees. system used to appropriately evaluate employee contributions to the
We believe that employees should design their own careers and that company is structured in a way that motivates them to set and achieve
we should actively assist their efforts to do so. Learning is an essential high goals. An employee s salary is determined through a combination of
preliminary step for value creation, and a corporate culture of learning performance evaluations measuring to what extent the employee achieved
cannot exist without the desire to create value. As an organization that grows certain goals and competency evaluations measuring their skills, knowledge
through constant learning, we support our employees personal growth and attitude.
through proactive human resource development.

Support for Self-Designed Careers Offering Learning Opportunities

At Nissan, all employees have an opportunity to discuss their careers Based on our firm belief that employees are our most important asset
with their supervisors. Through a formalized process specifically aimed at and that cultivating their skills is critical, we support them by providing
supporting career development, employees, together with their supervisors, numerous learning opportunities. We have developed various programs to
review their Performance Evaluation and Competency Evaluation, agree help employees improve their management and business skills and engage
on next steps and what path to take. in leadership development. In these ways, employees are encouraged to
Training programs to raise the supervisors evaluation skills also contribute enhance their skills, to build their careers, and demonstrate their abilities to
to enhancing the career designing capabilities of employees. We use the fullest.
specialized tools to keep track of evaluation records so that even a Specifically, we implement training programs allowing employees to gain the
newly instated supervisor can ascertain employee progress at a glance, specific skills needed for each position in the organization, and providing
maintaining consistency in human resource development. We conduct them with opportunities to extend their knowledge in fields of their choosing.
surveys to gain employee input regarding the evaluation meetings and to These measures create a culture of constant learning at the global level.
learn their level of understanding and comfort with the system. Based on the
results, we implement measures and make improvements if necessary. We Monozukuri University
monitor employee satisfaction regarding the meetings with their supervisors, There is a rapid pace of innovation and increasing technological
and there has been an improvement in employee understanding and sophistication in the auto industry today. To maintain and develop
acceptance of the evaluation system. our monozukuri tradition of careful craftsmanship that underpins our
Employees in Japan have the chance to take on the challenge of a new internationally competitive product manufacturing, we need individuals
position through the Shift Career System (SCS) and the Open Entry who have an understanding of the latest technologies that go into building
System (OES). The SCS enables employees to apply for positions in other an automobile and also have well-rounded personalities with outstanding
departments and work in areas that interest them regardless of whether management skills. We founded Monozukuri University with the aim of
there is a position immediately available. The OES allows them to apply for developing capable leaders to play a central role in monozukuri and pass
all openly advertised positions. During fiscal 2019, a total of 297 employees down our technologies and skills to future generations. This is another
applied for approximately 500 open posts, and 140 of them succeeded in example of how we offer learning opportunities and promote activities to
getting the positions they applied for. develop human resources.
Monozukuri University consists of three organizations: Nissan Technical
College, Genba Kanri (shop-floor management) School and Engineering

School. It offers a variety of programs aimed at developing engineers and Education for Technicians
technicians who carry forward the Nissan DNA and achieve continued In order to improve the day-to-day management skills of shop-floor
success through the implementation of the Nissan Way. supervisors in all of the plants operated by Nissan, Renault and Mitsubishi
around the world, a common production method known as the Alliance
Production Way (APW) has been defined. We are also developing a shared
Engineering and Technical Skill Education Around the Alliance framework for APW training, which we aim to implement worldwide.
World
To strengthen our efforts to expand our business globally, we must further
improve the engineering skills of individual employees working across the
Improving Management Quality
globe. We offer opportunities for personal growth equally to all employees in We are working to improve the quality of our management at the global level.
both R&D and manufacturing, whether they work in Japan or elsewhere, to In Japan, we have established a training framework for assistant managers
help them enhance their capabilities. through to general managers. This gives them opportunities to promote
activities that put the Nissan Way into practice and to extend their skills in
Education for Engineers managing people and business operations.
We developed a Global Training Program (GTP) that enabled foundational Specifically, we engage in (1) cultural diversity training to promote
training of 19,000 engineers at development facilities worldwide from 2012. understanding of the actions and mindsets described in the Nissan Way;
Furthermore, in recent years, we have moved forward with plans for more (2) business skills and leadership training to nurture professionals and (3)
advanced and specialized training, including training in the areas of Electric training in on-site management to teach the importance of operational
Vehicles (EV), Autonomous Driving (AD) and Connected Car Services (CCS), excellence and people motivation and to achieve maximum results through
in order to develop talent that can lead R&D related to autonomous vehicles collaboration. These three core components of the training framework are
and connected cars. supplemented with additional programs, while we also encourage proactive
learning.
In North America and Europe, meanwhile, the Nissan Way Leadership
Academy program for managers examines how the Nissan Way has been
put to use most effectively and shares those actions as part of training tools
to elevate management quality overall.
In addition, since the start of fiscal 2020 we have adopted a globally

consistent framework for recognizing activities related to talent development plans are made. Nissan s strategic talent management system is globally
and collaboration and are strengthening our foundations to allow people to coordinated and active at the global, regional and functional levels. We aim
grow with the organization. to foster a culture of learning by establishing an environment that enables
employees to take the initiative in building their careers, with the support of
managers and the company as a whole.
Training Future Leaders To create an environment where employees can learn anytime and
anywhere, we are also expanding the use of e-learning and other digital
To continually foster future managers and specialists who will lead the
tools.
company, we take a strategic and systematic approach to training, job
rotations and recruitment.
Specifically, we engage in leadership training aimed at fostering human
resources who can demonstrate their skills either at Nissan or elsewhere
The Nissan Expert Leader System: Passing Down
within the operations of the Alliance. These programs are offered at various
Nissan s Technologies and Expertise
development stages, including those for young employees, regional middle Helping employees develop specialized skills over the medium to long
managers and corporate officers. Training consists of group sessions for term is vital for a company to achieve sustainable growth. The Nissan
intensive training in business skills, team exercises where participants tackle Expert Leader System is a means of strengthening and fostering further
issues actually facing Nissan, and cultural diversity classes to promote development of specialized skills in a wide range of technical and
understanding of the issues. nontechnical areas like purchasing and accounting. In fiscal 2020, the
Staff rotations beyond divisions and regions are strategically and system s 15th year, there were 47 employees active as Expert Leaders and
systematically implemented to give candidates for future leaders the two management-level employees as Nissan Fellows in a total of 88 fields of
experience needed to serve in management posts and direct global specialization. The Expert Leaders and Fellows make use of their specialized
functions as capable managers and leaders. knowledge to contribute to Nissan s business endeavors overall. In addition
We are reinforcing our human resources not only through the recruitment to sharing their knowledge with others via the corporate intranet and other
of new graduates but also by actively hiring mid-career talent and mid-level communication tools, they contribute to the fostering of the next generation
management candidates from outside the company. of experts by passing on their specialized skills in seminars and training
These talent management schemes are effectively operated through regular courses.
human resource meetings among corporate officers. In these meetings,
outstanding talents are identified, then development plans and succession

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Human Resource Development Achievements

Training Program Achievements at Nissan Motor Co., Ltd.
Performance Indicators for
FY2017 FY2018 FY2019
Training Programs
Number of learners 171,949 241,674 263,240
Total hours of training 689,536 482,103 590,696
Hours per learner 30.6 21.5 26.0
Learner satisfaction (out of 5) over 4.2 over 4.2 over 4.2
Investment per employee (¥) 73,000 86,000 90,000

LABOR PRACTICES Respecting the Rights of Workers

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Policies and Philosophy on Respecting the environment free from sexual and other forms of harassment. In addition,
we have implemented a system called SpeakUp, which enables internal
Rights of Workers reporting of any suspected breaches of all internal policies, including the
Nissan has been a member of the United Nations Global Compact Global Code of Conduct.
since 2004, observing its universal principles on human rights, labor,
the environment and anti-corruption. Nissan promotes the management * For more information on our human rights initiatives.
>>> P114
of sustainability strategies pursuant to the compact s 10 principles. We
* For more information on Business Ethics: Management
have expanded and enhanced our wide-ranging activities to ensure that >>> P206
employees basic rights are respected.
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Achievements in Respecting the Rights of
Management That Respects the Rights of Workers
Workers
Diversifying Work Styles with Happy 8
Under the Value Diversity and Provide Equal Opportunity code within the
Global Code of Conduct, Nissan requires its employees to respect and value Nissan has striven to create workplaces that let individual employees choose
the diversity found among the company s employees, business partners, from a wide range of work styles to suit their values and life needs through
customers and communities, while rejecting discrimination and harassment its Happy 8 work style reform.
in all forms, regardless of magnitude. Nissan executives and employees
* Click here for more information on Happy 8.
must respect the human rights of others and may not discriminate against
https://www.nissan-global.com/EN/COMPANY/DIVERSITY/WORK/
or harass others based on race, nationality, gender, religion, disability, age,
place of origin, gender identity, sexual orientation or any other reason; nor
may they allow such a situation to go unchecked if discovered. We also
work to ensure that all employees, both male and female, can work in an

LABOR PRACTICES Dialogue with Employees

GRI103-1
Policies and Philosophy on Dialogue with Guidelines for Dialogue with Employees
Employees We established two guiding principles for communication that aim to
encourage higher employee engagement: build trust between the
For a company to continue offering new value in the face of rapid changes in
company and employees and increase employee motivation. We utilize
the social and business climate, it is essential for its employees to embrace
various communication tools to deepen employees understanding of our
the company s corporate purpose as well as its mission and consciously
business, products and brand, as well as to explain the direction in which
work toward realizing them.
we are heading in order to generate employee confidence in their day-to-
Nissan conducts its internal and external communication activities with the
day activities and in the future of the company. By organizing events and
aim of enhancing and maintaining the company corporate and brand values
offering opportunities for employees to increase their motivation and realize
while at the same time enabling the company to achieve its short- and long-
that they are an integral part of the company, we nurture a sense of pride
term business goals. In terms of internal communication, we are delivering a
in our employees, which in turn will encourage them to contribute to our
variety of information to our employees globally to foster a genuine interest
sustainable growth.
and fondness for the company, which will encourage them to engage in
tackling challenges as well as proactively enhance the value of the company
as ambassadors of Nissan. Enhancing employee engagement
Building trust
Increasing motivation

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Management to Promote Dialogue with Achievements in Dialogue with Employees

Employees For both Nissan and its employees to continue to grow in the face of globally
It is paramount for Nissan, a company with more than 100,000 employees expanding business activities, employees need to understand the direction
working globally at production sites and offices, to offer enriching internal in which the company is heading and implement their own actions toward the
communication that instills our corporate mission and management achievement of the company s objectives. Overcoming challenges to achieve
strategies in our employees, make each employee feel integral to the those goals can lead to personal growth for the employee and contribute
organization and strengthen corporate governance. to the realization of our corporate purpose. Nissan is strengthening its
The Global Internal Communications Department is playing a key role in communication with employees in order to enhance their engagement.
deploying messages in a thoughtful manner, such as through the corporate
intranet system that delivers information to all employees globally, materials Employee Engagement
shared with senior managers or information shared in each region.
Employee-executive exchange is also held on a regular basis with the aim Enhancing employee engagement
of building trust. Furthermore, we offer opportunities for employees to voice
their views and share them with company executives in an effort to promote
Building trust
continuous improvement.
An annual action plan for internal communication activities is created with
the aim of improving communication both quantitatively and qualitatively.
Surveys are conducted on these communication initiatives on an annual
basis, as well as on individual communication activities. Survey results
are reflected in future communication activities and action plans for the
following fiscal year.
Increasing motivation
By creating a shared awareness of sustainable growth through
communication with employees, the entire organization is united.

GRI103-3
Strengthening Communication to Build Trust and Enhancing Communication Channels

Increase Motivation To build trust with employees, companies must disclose information in a fair
We are currently working to achieve the objectives of Nissan NEXT*, our and open manner, so we punctually provide our employees with information
transformation plan, calling on all employees to embrace our corporate on business results including financial announcements. The integration of
purpose and understand the significance of the plan. Employees Renault-Nissan-Mitsubishi alliance teams in such areas as purchasing, R&D,
confidence in the company s activities and performance is essential for manufacturing and supply chain is accelerating and generating a range of
the plan s success. At the same time, we also need to motivate employees, synergies. Information on these activities is shared broadly with employees,
encouraging them to take self-initiated action. Therefore, internal enabling them to understand the value that the Alliance can provide.
communication activities focus on building trust among employees and In order to get employees engaged and motivated, swift communication on
increasing their motivation. information regarding Nissan Intelligent Mobility initiatives as well as the
company s other products, services and technologies is provided, which
Click here for more information on Nissan NEXT. enables employees to deepen their understanding on these important
https://www.nissan-global.com/EN/IR/MIDTERMPLAN/
initiatives. We proactively update our employees on our leadership in
achieving a zero-emission society, development of autonomous driving
technologies, new services using connected technology and other long-term
projects, as well as providing test-drive opportunities and other chances for
employees to participate in company activities.
In addition, in 2019 we dispatched employees from each department
chosen through an internal selection process to the Shanghai Motor Show
and regional employees to the Tokyo Motor Show. Participants in the
program were able to see first hand the results of their work in the form
of new models. These events were also a valuable opportunity to deepen
understanding of local markets.
We are enhancing coordination among our various departments and with
executives and actively sharing information that contributes to relationships
of mutual trust and higher employee motivation.
Every new fiscal year starts with the CEO delivering the presidential address,

reflecting on the past year s performance and highlighting the direction This is intended to promote workplace communication, deepen employee
for the new year. Topics based on employee interest are also broadcasted understanding and raise motivation. In addition, in Japan a printed in-house
through live web conferences called Management Information Exchanges newsletter called Nissan News is published monthly for employees at
(MIE), which encourage engagement between Executive Committee (EC) Nissan production sites, providing them with the necessary information in a
members and senior managers. timely manner.
Employee motivation is also raised through new model announcements and
test-drive events, where employees gain a deeper understanding of Nissan s
products and learn to convey product features and attractiveness to their
friends and families more effectively. These have been well received, with
participants stating that their enhanced knowledge of Nissan products has
boosted their pride in the company and their work motivation, and they have
been highly effective in developing ambassadors for Nissan.
Since we introduced a corporate intranet system accessible by all employees
globally called WIN (Workforce Integration @ Nissan), it has been actively
used to promote communication, information sharing and collaboration
among employees. WIN has expanded beyond the Nissan Group, and the
audience has now begun to include Nissan s major affiliates as well.
In fiscal 2014 Nissan began issuing Engagement Kits summarizing its
global operations, business performance and major achievements. These
kits are distributed to senior managers every month and are used as
communication tools for information sharing. The senior managers receiving
WIN introduces readers to the activities of a range of employees.
this information are responsible for sharing it in their respective departments.

Strengthening Communication Between Executives and Employee-Executive Exchange

Employees In order to build trust, it is important for Nissan to stay aware of its
We have proactively held communication events where executives and employees thoughts and opinions and ensure that they are shared with
employees can directly communicate with each other. In fiscal 2019 we top management. We are making efforts to communicate information
held town-hall meetings at our Global Headquarters (GHQ) for face-to-face that will lead to greater employee trust toward the achievement of Nissan
dialogue between employees and the CEO to mark the start of our new NEXT transformation plan objectives. These efforts are monitored on an
management structure. The meeting was also live-streamed to all operations ongoing basis through key performance indicators (KPIs) and reflected in
in Japan. internal communication activities. For these activities, we conduct regular
Employees who participated in such communication events made comments surveys, and the results are conveyed to company executives. The survey
such as I was able to obtain necessary information, top management results are also used to run a PDCA (plan, do, check, act) cycle, leading
made an effort to communicate the facts and I could feel the sincere to future planning that clarifies the scope of the audience and content of
enthusiasm of top management. communications.
Plan
Plan based on
employee feedback
Act Do
Define audience
Implement improvement
and implement
actions based on
communication
survey results
activities
Check
Convey survey results
to executives
A town-hall meeting linking GHQ and other sites.

EMPLOYEES HEALTH AND SAFETY

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Employees Health and Safety Policies and Employees Health and Safety Management
Philosophy Nissan has adopted a Basic Policy on Safety and Health so that all
Nissan places great importance on occupational health and safety in the employees can focus on their work in a safe environment. We give top
collective agreement between the company and its labor unions. Nissan has priority to worker safety as well as their well-being as a matter of company
formulated a Basic Policy on Health and Safety and is promoting various policy. The work environment relating to employee safety and health is
health and safety practices in the workplace. In the Basic Policy, as a shared managed uniformly according to the Basic Policy at all Nissan sites, both in
core value, we tout Safety and Health is our core value and top priority. Our Japan and globally.
Basic Policy states that From top management to each individual employee, In Japan, we hold a Central Safety and Health Committee meeting each
Nissan recognizes that the health and safety of everyone is our top priority. year chaired by the executive in charge of human resources and attended
The company continuously and aggressively strives toward realizing zero by management and labor union representatives from Nissan facilities.
accidents, zero-illness, and vigorous workplace safety by optimizing the Activities over the past year are reviewed in such areas as workplace
working environment and promoting individual physical and mental health. safety, fire prevention, mental health, health management and traffic
In accordance with the Basic Policy, we promote practices that reduce the safety, and then plans are laid out for the following year. The Safety and
burden on workers and make it easier to carry out their work, as well as Health Committee at each facility meets each month, and these meetings
ensuring that employees health is a top priority. They have been established are attended by labor union representatives. A safety and health officer
as key tenets in Nissan s companywide Basic Policy on Health and Safety. and a traffic safety officer are assigned at each workplace to ensure the
effectiveness of day-to-day safety activities.
Globally, each facility applies the PDCA (plan, do, check, act) cycle. A
teleconference is held twice a year linking all Nissan facilities worldwide to
share information and discuss key issues. Regional managers for employee
safety and health also meet every other year for a Global Safety Meeting. In
the event of an accident, its details and responses are swiftly shared with
facilities around the globe in an effort to prevent the recurrence of similar

accidents. Our global midterm goal is to reduce fatal accidents to zero, Specialized Mental Healthcare
including people from other companies working at Nissan premises, and to
We have established a specialized team led by a mental health professional
halve the fiscal 2016 number of industrial accidents by fiscal 2022.
to care for the mental well-being of employees. In 2005, in cooperation
Many facilities both in Japan and globally have introduced the OHSAS
with external mental healthcare specialists, we introduced the Employee
18001*1 occupational safety and health standard while at the same time,
Assistance Program (EAP), a mental healthcare program providing
compliance with the new standard ISO 45001*2 is also progressing at
employees with consistent care covering everything from prevention and
these facilities. These efforts create a strong structure for ensuring the
early diagnosis to treatment and recovery. Since fiscal 2007 the program
implementation of employee safety and health activities.
has expanded to include production-line workers, giving employees and
*1 OHSAS 18001: An internationally recognized standard for occupational safety and health
their family members access to mental-health professionals for consultation,
management systems. Certification can be obtained from a third-party accrediting body. diagnosis and counseling. We also offer specialized care programs that
*2 ISO 45001: Another internationally recognized standard for occupational safety and health respect employee privacy, such as the yearly Stress Check, through which
management systems that replaces OHSAS 18001.
employees receive advice from a doctor via email or letter. From fiscal
2011, our mental health training was extended to cover items bolstering the
A Uniform Set of Global Safety Standards emotional health of individual employees. We promote mental healthcare
To allow all employees to maximize their performance, we design workplaces through a wide range of approaches.
with employee safety and health in mind.
We have developed and implemented our own methods for assessing and Rehabilitation Center to Facilitate Return to Work
managing safety and fire-related risk, work proactively to identify potential
Appropriate support systems are required to facilitate an employee s return
risks of accidents in the workplace, develop measures to address them and
to work in case of long-term or recurrent absence due to a mental or
make it easier for employees to get their job done. In 2010, we standardized
physical ailment. Nissan s support in this area includes rules established in
the safety indices that previously differed from one global site to another.
2008 for the use of external rehabilitation centers to ease employees return
Safety performance is monitored quarterly for each production site.
to the workforce following long-term or recurrent absence. An in-house
rehabilitation facility opened in 2012. By offering various programs suited to
the needs of the respective workplaces, we are seeing improvements in the
return-to-work ratio.

Employees Health and Safety Achievements inviting employees from Nissan facilities around the world to undergo
training on workplace safety. Responsible managers and leaders also
Creating Safe Workplaces received training in SES and F-PES in preparation for the implementation
of these programs at all Nissan facilities worldwide, a process that began in
Accident Frequency Rate (Japan) fiscal 2014 and was completed in fiscal 2015.
（％） Since 2011 we have been systematically carrying out Kiken Yochi Training
3.0 (KYT) ̶ literally risk-prediction training ̶ at plants in Japan to raise
awareness among individual workers of the risk of accidents and thereby
2.5
help prevent their occurrence. This training instills an awareness of danger
2.0 among workers, thus reducing the risk of their becoming involved in work
accidents. Worker sensitivity is enhanced through repeated training on an
1.5 ongoing basis.
We have established standards for reporting on work accidents or outbreaks
1.0
0.49
of fire that occur in any of the production sites, and these standards are
0.37 0.35
0.5 applied globally. If any serious work accidents such as fatalities, or outbreaks
of fire that may have an impact globally occur, the person in charge where
0.0 2017 2018 2019 （FY） the accident or fire occurred must report without delay to Nissan Motor
Nissan employs its own safety management diagnostic methods, as well Co., Ltd. (NML). NML will dispatch information and measures as well as
as a risk-assessment approach to workplace management, to help reduce instructions to each company site, based on the report. This helps prevent
hazards in the work environment and prevent accidents. Two tools developed similar disasters or accidents.
internally by Nissan to identify the risks of work accidents are the Safety There were no fatal accidents involving Nissan employees globally in fiscal
Evaluation System (SES) and the Fire-Prevention Evaluation System 2019, as was the case in fiscal 2018. However, in fiscal 2011, 2012 and
(F-PES). Applied in Japan, they call for workplace patrols in accordance 2013 there was one fatality each year in South Africa, Spain and North
with established evaluation standards to identify potential dangers and fire America, respectively. In fiscal 2016, two fatal accidents occurred ̶ one in
risks to help reduce incidents. The use of these tools has been effective in North America and the other in India. We investigated these fatal accidents
achieving these aims. and have implemented strict countermeasures to prevent such accidents
Global initiatives to avoid accidents and create a safe workplace include from happening again at any of our plants. We monitor accident frequency

rates,* and have confirmed rates are generally in line with the automobile Certified Health and Productivity Management
industry average. As we are currently transitioning to a more comprehensive Organization Recognition Program (White 500)
approach to frequency rate aggregation, this report contains only Japan s
Increasingly in today s society, employee health is being viewed less as an
domestic rates.
individual issue and more as a key element to the survival of corporations.
* Accident frequency rate: Total injury cases ÷ total working hours × 1 million This has put strategic management of employee health and productivity from
a business perspective in the spotlight. At Nissan, we believe that investing
Improved Production-Line Environment in employee health improves both vitality and productivity, energizing
the entire organization and improving results. Accordingly, we take a
Nissan seeks to fulfill its mission of engaging in human-friendly production
strategic approach to creating safe and pleasant workplace environments
by continuously improving the workplace environment at its manufacturing
that promote both physical and mental health among employees. We
facilities worldwide. At workplaces with high summer temperatures, for
accomplish this by setting up a task team at each facility s health and
example, the physical burden on employees is heavy and there is the risk
safety management department, under the supervision of the health and
of suffering from heat stroke. We have installed internal cold-air ducts and
safety management office at headquarters, headed by the responsible
ensured there are set breaks to drink water, particularly in locations with
human resource executive. Based on these principles and their successful
considerable workloads. Constant improvements are being made to allow
application, NML was recognized by Japan s Ministry of Economy, Trade and
employees to work in a comfortable environment.
Industry and the Nippon Kenko Kaigi (literally, Japan health conference )
under the 2020 Certified Health and Productivity Management Organization
Recognition Program in the large enterprise category (White 500),
announced in February 2020, retaining its recognition from 2019. The White
500 honors organizations with particularly effective health and productivity
management based on regional health initiatives and programs promoted
by the Nippon Kenko Kaigi. Nissan will continue to strengthen its health
maintenance activities aimed at staff of all ages.

COMMUNITY ENGAGEMENT
GRI102-11 GRI103-1 GRI103-2 GRI203-1
Community Engagement Policies and Nissan s Approach to Community Engagement

Philosophy We reviewed our policies for social contribution activities in 2017, deciding
to push forward with activities focused on the three areas of zero emissions,
In addition to delivering innovative, exciting vehicles and outstanding
zero fatalities and zero inequality. In addition to zero emissions and zero
services to customers worldwide, Nissan believes it is important to play an
fatalities, areas where any automotive manufacturer should make sincere
active role as a community member, applying its special characteristics to
efforts, we are promoting zero inequality (in other words, diversity) as an
contribute further to society.
important corporate value with the aim of realizing a cleaner, safer and more
When a company provides a range of resources to communities, supporting
inclusive society where everyone is given equal opportunities. We will not
their development and proactively tackling issues, it is, in part, fulfilling its
only provide financial assistance for activities in these areas but also ensure
social responsibility as a good corporate citizen. Such actions also benefit
that those activities are distinctly Nissan, making full use of our automotive
the company s own operations, fostering a better business environment and
heritage, expertise, products and facilities.
creating new markets that can grow sustainably.
We emphasize communicating and working with specialized nonprofit and
We work with a variety of stakeholders, both governmental and
nongovernmental organizations that have great expertise in their fields to
nongovernmental, pooling our respective strengths to address increasingly
ensure that its social contributions
complex social issues. In line with Nissan s corporate social contribution
are effective. We actively support the
policies, regional offices and affiliates work on initiatives that address issues
involvement of our employees in social
relevant to their operations and the communities in which they operate.
contribution activities.

GRI103-2
Community Engagement Management Three Focus Areas for Nissan s Social Contributions Program
Nissan s production sites have expanded globally, increasing the company s
engagement with various communities through its businesses. Nissan Zero Emissions
is active in promoting social contribution activities and recognizes that
Nissan s environmental philosophy is a Symbiosis of People, Vehicles and
contributing to the development of communities by sharing its own
Nature. We actively engage in efforts to reduce the environmental burden
management resources also enhances the business environment and
on the planet and prioritize the environment in our social contribution
promotes market growth. In such activities, policies are decided at the global
activities. Central to our approach are educational programs that cultivate
level and implemented in each region.
a deeper understanding of environmental issues toward achieving a low-
We developed a wide range of activities to meet the needs of regions
carbon society.
centered on the three focus areas of zero emissions, zero fatalities and zero
Since 2017 we have expanded our partnerships with international
inequality set forth in the policy revision of 2017.
environmental protection organizations. We continued a forest conservation
program in Indonesia in collaboration with Conservation International,
an environmental NGO, and supported climate change education and
awareness with the environmental conservation organization WWF Japan.
Company Organization for Community Engagement
Nissan s corporate social contribution policies are discussed and approved
by the Global Sustainability Steering Committee and shared globally. These
corporate policies provide the basis on which initiatives are implemented Zero Fatalities
across each country and region.
In addition to making vehicles safer through autonomous driving technology,
we also promote traffic safety through activities to raise the safety
awareness of drivers and pedestrians and to protect the socially vulnerable,
including children and senior citizens.

Zero Inequality Nissan as a Community Member

We embrace diversity as a management strategy in recognition of its crucial We aspire to be a good corporate citizen that people are glad to have
role in boosting corporate competitiveness. Nissan s social contribution in their community. As such, we strive to be a valuable member of and
activities share this awareness and are aimed at mitigating poverty, providing active contributor to local communities wherever we operate. We support
assistance to the financially and socially disadvantaged and sending communities in a variety of ways, such as by assisting with local events,
emergency relief to disaster-stricken communities. In 2019 we continued sponsoring neighborhood cleanups and other environment-improvement
our partnership with the NGO Care International Japan and have worked activities near Nissan facilities and opening those facilities to public tours.
closely to expand our educational program in Thailand, in addition to existing Many employees actively participate as volunteers.
humanitarian efforts in collaboration with Habitat for Humanity. We engage in activities during ordinary times and also contribute to
resolving social issues by supporting local communities during the natural
disasters that occur with frequency around the world.

GRI103-3 GRI201-1 GRI203-2
Contributing to Local Communities: Breakdown of FY2019 Social Contributions (Nissan Global)

Achievements Philanthropic Monetary In-kind
donations Sponsorships, Total
activities donations (cash equivalent) etc.
Social Contribution Achievements in FY2019 Amount 549 741 60 264 1,614
(¥ million)
Global social contributions (FY2019): ￥1.61 billion
% of total 34.0 45.9 3.7 16.4 100
Social contributions include:
・ Expenses for implementing philanthropic activities (excluding labor costs) Disaster Contribution in FY2019
・ Monetary donations and NPO membership fees for philanthropic purposes
• To supply power to areas suffering outages,
・ Cash equivalents of in-kind donations Wide-area power
Nissan Motor Co., Ltd. provided 53 Nissan
outages caused
・ Sponsorship fees for philanthropic initiatives by Typhoon Faxai
LEAF electric vehicles with portable power
stations to local government authorities and
(Japan)
welfare facilities, etc.
• ¥10 million donation from Nissan Motor Co.,

Ltd. to Japan Platform
• Donation from employees of Nissan Motor
Co., Ltd. plus matching donation from the
company to Japan Platform
Torrential rains from • Nissan Motor Co., Ltd. lent out 68 vehicles
Typhoon Hagibis to the disaster-struck area and dispatched
Donations (Japan) employee volunteers to Iwaki City (275
for disaster relief volunteers in total)
• Nissan Motor Co., Ltd. and dealership lent
out four Nissan LEAF to the volunteer
center for disaster relief in Nagano to supply
electricity
Volcano eruption • Donation from Nissan Philippines (NPI) of
(Philippines) three Navara
• Donation of 5 million RMB and 100,000

Novel coronavirus
masks from Nissan Motor Co., Ltd., Nissan
(COVID-19) outbreak
(China) Investment (NCIC) and Dongfeng
(China)
Motor Co., Ltd.
Tornado in • Donation of $150,000 to the American Red

Tennessee (U.S.) Cross from Nissan North America (NNA).

Zero Emissions In China, Nissan (China) Investment (NCIC) and three joint venture
companies offer educational opportunities; the Nissan Dream Classroom, an
School-Visit Programs (Japan, U.K., China and Brazil)
online education program developed with the assistance of UNESCO China.
Since 2007 Nissan has put its automobile manufacturing know-how and
One of the six modules, Eco Classroom, includes environmental learning,
technologies to work by conducting school-visit programs. The programs
understanding how electric motors work and an experiment involving a
target older elementary school students and are conducted by Nissan
model car.
employees.
In 2019, NISSAN DO BRASIL AUTOMOVEIS (NBA) began an environmental
One educational program is the Nissan Waku-Waku Eco School,* designed
education program Escola Verde (Green School) at one elementary school
to deepen schoolchildren s understanding of global environmental issues
in a neighborhood at the Resende City, located near a Nissan plant in Brazil.
and the initiatives undertaken by Nissan to solve them. Through experiments
Escola Verde teaches about climate change and about rainwater use and
with model cars, test rides in the Nissan LEAF and other demonstrations,
nutritional diversity, which includes a component to raise vegetables in
participants experience the latest environmental technology. As well as
schoolyards. In addition to engaging children to live in harmony with nature,
teaching participants about environmental issues, the program encourages
the lessons also filter through to the community to the children and teachers
them to reexamine how environmentally friendly their own daily activities can
at other schools and parents, building environmental awareness.
be.
This program has been well received, so that the number of Eco School
classes in Japan has increased. As of the end of March 2020, more than
100,000 children in all have participated in Nissan Waku-Waku Eco School
since its launch. The program is conducted not only by visiting elementary
schools but also by inviting schoolchildren to our Tochigi, Iwaki, Yokohama,
Oppama and Kyushu Plants. Moreover, 130 Eco School instructors are now
in dealerships to organize the program at dealers and local events.
Outside Japan, under the banner of the Nissan Skills Foundation, Nissan
School children participating in Escola Verde (the green school)
Motor Manufacturing (U.K.) in Sunderland runs a wide-ranging series of
educational programs from primary and secondary schools, including Eco * Click here for more information on the Nissan Waku-Waku Eco School.
School, a six-hour course in which students learn about environmental issues https://www.nissan-global.com/EN/CITIZENSHIP/PROGRAMS/EDUCATION/index.html
and NMUK s wind power program.

and local communities.

Partnership with the World Wide Fund for Nature Japan (WWF Japan) In addition, we are working to find supplemental sources of income for
We have entered into a partnership with the environmental conservation local citizens, such as helping them to create, market and sell sustainable
body WWF Japan to support its climate & energy project. WWF Japan products derived from locally grown plants.
supervised the materials used in Nissan Waku-Waku Eco School, and we
work in partnership on a wide range of fronts, such as the planning of jointly
held events. In addition, we supported WWF Japan s Earth Hour 2020
environmental awareness event, with Nissan s regional companies around Urban Green Lab (UGL): A Unique Environmental Education Program
the world taking part in a symbolic lights-off event. (U.S.)
Nissan North America (NNA) supports a nonprofit organization in Nashville,
Tennessee called Urban Green Lab (UGL). UGL gives children the
opportunity to think and learn about environmentally friendly, sustainable
Partnership with lifestyles, connecting these with their own experiences. With Nissan s
Conservation support, and in partnership with Vanderbilt University s Peabody College
International (CI) of Education and the Dept. of Environment & Conservation, UGL created
(Indonesia) Tennessee s first-ever statewide curriculum on sustainable living and waste
In 2017, we began prevention and launched it at public schools in both Nashville and Memphis.
working with the In fiscal 2019, 57 Nashville school learning communities (clusters of
environmental teachers) were established and 183 teachers trained. UGL and Nissan
NGO, Conservation have a special partnership due to their shared concern for the well-being
International (CI), to of their communities and the valuable natural resources we share. Each
Three thousand sandalwood seedlings were raised and planted in
restore degraded year Kiddovation is a fun event where our organizations partner together
January 2020.
forests around as UGL brings the Mobile Lab which UGL produced using a Nissan TITAN
Indonesia s Mount Agung, so that they may continue to provide fresh water XD to NNA Headquarters and educates employees children on sustainable
to the urban areas of Bali. This initiative takes a comprehensive approach to practices that they can implement at home with their parents.
improve the environment around rivers and coastal areas by restoring forests
in mountainous upstream regions, in conjunction with government bodies

daily exercise a part of their lifestyles so they can continue to drive safely.
Zero Fatalities Nissan and Niigata University worked together on the concept, while Niigata
University choreographed the exercise.
Partnership with the Federation Internationale de l Automobile (FIA)
(Global)
Nissan is an official supporter of FIA Action for Road Safety, a campaign
to raise public awareness of safer roads, as advocated by the Federation
Internationale de l Automobile (FIA). We widely publicize the campaign s
message about the importance of safe driving and promote the FIA Golden
Rules, a compilation of rules for traffic safety.
Hello Safety Campaign to Protect Children (Japan) Wheel Spinning (Guru-Guru) Exercise created together with Niigata
Since 1987 we have collected donations from employees for the Hello University
Safety Campaign, which we launched in Japan in 1972 to contribute to the

promotion of traffic safety awareness campaigns near our business sites.
In addition, donations to help prevent traffic accidents were sent to children
in the neighborhoods of Nissan business sites through local traffic safety
associations, municipalities and other organizations.
In fiscal 2019 we created the Wheel Spinning (Guru-Guru) Exercise with
Niigata University to promote and encourage awareness of safe driving
among elderly drivers. This exercise is designed to support mainly elderly
drivers in raising their muscle strength and cognitive abilities by making

workshops.
Zero Inequality Since its launch in 2017, the Youth Leadership Development Program has
reached more than 1,400 students across 10 schools in Ayutthaya, Rayong
Educational Program in Cooperation with CARE International
and Samut Prakarn provinces and inspired more than 60 student projects.
(Thailand)
Since 2017, we have run the Youth Leadership Development Program for
students in middle and high schools in Ayutthaya and Rayong provinces in
Thailand. In these classes, held in cooperation with local schools, students
Partnership with
learn leadership, teamwork and other qualities necessary in community
Habitat for Humanity
development, along with science, technology, engineering and mathematics
(North America)
(STEM) content. The program also includes occupational skills training in
NNA has been
a micro-business activity, with a focus on supporting female students in
collaborating with
particular.
the NGO Habitat for
Humanity (Habitat)
Since fiscal 2018, the program was expanded to schools in Samut Prakan
continuously since
province, near Nissan Motor Thailand (NMT). Nissan employees play an
2005. Habitat, an
important role in the initiative, volunteering to be part of activities and
international aid
organization that fosters The team of NNA employee volunteers
hope by helping people
build or improve their homes, has a vision of a world where everyone has
a decent place to live. The nonprofit works to construct homes, revitalize
neighborhoods and support families self-reliance in more than 70 countries
across the world.
Since the partnership began in 2005, NNA and Habitat have worked directly
with more than 135 families to build safe, affordable and sustainable homes.
Up until now, Nissan employees have logged more than 116,000 volunteer
hours cumulatively building homes with Habitat for Humanity.
Youth Leadership Development Program through STEM Education

Since the inception of the Nissan Canada Foundation's partnership with Outreach to Pupils to Talk About Monozukuri (Japan, China, U.K. and
Habitat in Canada in 2008, more than 1,400 Nissan Canada dealership Other Countries)
and head office employees have spent over 9,000 hours volunteering, Through activities that are engaging and fun, we deepen young people s
contributing to 50 home builds from Halifax to Vancouver. In total, the Nissan understanding of monozukuri, Japan s tradition of craftsmanship and
Canada Foundation s contribution of donations and volunteer hours toward manufacturing.
Habitat has exceeded 1 million CAD, an important milestone for Nissan In Japan, the magic of monozukuri is shared by Nissan employees through
Canada. elementary school-visit programs: the Nissan Monozukuri Caravan and the
Nissan Design Waku-Waku Studio.* Some 22,000 children participate in
the programs every year. In China, NCIC and other regional companies hold
classes for pupils.
Sponsorship of Disability Sports (Japan) The Nissan Monozukuri Caravan also operates in the United Kingdom at
In December 2019, we sponsored the Nissan Cup Oppama Championship the Sunderland Plant. The program runs five days per week during school
2019 (20th National Wheelchair Marathon) in Yokosuka, Kanagawa terms, welcoming more than 4,500 primary pupils per year. The Nissan Skills
prefecture, co-hosting the event with local organizations.* The competition Foundation was established in 2014. As of November 2019, it has engaged
has been held since 2000 with the aim of increasing the profile of disability more than 60,000
sports, improving the level of competitors, engaging people in the area and students from
building caring communities. A total of 198 participants competed in the schools across
road race held on public roads between GRANDRIVE, Nissan s proving the region through
ground in Oppama Plant, and Oppama Station, on the Keihin Kyuko Line. In various activities
addition 337 Nissan employee volunteers joined local community volunteers, to inspire the
supported running the event by being part of the steering committee, engineers and
managing the road race and preparing and keeping order on the course. manufacturers of
the future. The
* Click here for more information on the Nissan Cup Oppama Championship (Japanese only). Skills Foundation
https://www.nissan-global.com/JP/CITIZENSHIP/NISSANCUP/
now supports three
International STEM The Nissan Skills Foundation promotes STEM education for female
students.

challenges for school children, VEX IQ robotics, FIRST Lego League and
F1 in schools and in this year s competitions teams supported by Nissan all Education Support for Children and Youth (China)
qualified from Regional and National events through to International finals. Since 2013, NCIC has operated the Nissan Dream Classroom educational
For all of these activities Nissan supports local teams with equipment, program, which helps elementary pupils. The program has gradually
resources and knowledge. One core program for the foundation is Industrial expanded its area of operation and the scope of its classes to include such
Cadets, a nationally recognized program aimed at helping pupils aged 13 ̶ topics as the environment, monozukuri, design, painting, intelligent driving
14 to engage with manufacturing and engineering professionals. More than and the basics of automotive culture and engineering, as well as special-
2,100 students have been through the program. The foundation also fosters edition programs for Nissan dealerships. A total of four companies in China
diversity through the Girls in Monozukuri, Manufacturing and Engineering began holding these classes in 2015, expanding in scale each year and
(GIMME) and GIMME Booster programs. These introduce young girls to actively engaging in educational programs.
available career options and help improve their chances of getting through NCIC has expanded Nissan Dream
the recruiting process. These female only sessions have now engaged Classroom activities toward society.
with over 2,000 young women, and female participation in all programs is Through cooperation with Nissan
46%. In 2019, the skills foundation also rolled out a new initiative for Year 3 dealerships, Beijing Auto Museum and
Primary school (age 6-7) where activity boxes are provided to local school local auto shows, the program was
full of all the resources and instructions for schools to do projects on Nissan. offered in various platforms and benefited
This includes making their own Daruma Heads and activities focusing on 500,000 students by the end of 2019. In
Japanese culture and the heritage of the business. December 2019, a group of 67 students
In addition, the company donates vehicles and engines to universities and and teachers from primary schools in
vocational schools to be used for instructional purposes in many countries. China and members of UNESCO Gansu
Access to real-world vehicles helps students build their skills and practical Provincial Association visited Nissan GHQ
knowledge. and Oppama Plant. The visit could become
Nissan Dream Classroom in Gansu their valuable experience to deepen what
province
* Click here for more information on the Nissan Monozukuri Caravan and the Nissan Design they have learned from Nissan Dream
Waku-Waku Studio.
Classroom .
https://www.nissan-global.com/EN/CITIZENSHIP/PROGRAMS/EDUCATION/

Developing the Next Generation of Scientists and Engineers (U.S.)

In the United States, NNA is investing in the workforce of tomorrow through Onigiri Action helps
support of STEM initiatives and technical education training programs. provide school lunches
We provide financial support to develop STEM programs for students to children in developing
in elementary, middle and high schools and to support university STEM countries in partnership
programs. with Nissan Serena
Through its branding of the
In Tennessee, where Nissan has two major assembly plants, Nissan and its Nissan Serena, Nissan has
employees support the Music City BEST (Boosting Engineering Science and participated as a flagship
Technology) Robotics Competition in Nashville. Student teams design and top sponsor in Onigiri
build working robots from standard Action , a program run by Children holding cups containing school lunches
kits of simple building materials the nonprofit organization
and then compete to perform TABLE FOR TWO International (TABLE FOR TWO). The organization aims
specific tasks in three minutes. to right the global food imbalance by providing healthy school lunches to
In fiscal 2019, 302 students took children in developing countries. Onigiri Action is a program in which five
part, and 22 Nissan employees school lunches are donated to children in Africa and Asia each time a picture
volunteered as team mentors or related to onigiri (rice balls) is posted on social media through the program.
competition judges. In this project- Nissan has supported this program since 2018, believing TABLE FOR
based STEM program the students Music City BEST Robotics Competition 2019 TWO s philosophy was aligned with Nissan Serena s concept of continuing
solved real-world science and to be a minivan for families that broadens the potential of children . As an
engineering problems, helping Nissan initiative as a top sponsor of Onigiri-Action related to the Nissan
them to develop technological literacy skills that may help shape their long- Serena, Nissan donated 10 school lunches for every social media post–
term education and career direction. double the ordinary amount–and encouraged customers visiting Nissan
showrooms nationwide to upload photos of themselves enjoying onigiri.
Through these activities, Nissan provided approximately 110,000 school
lunches in two years (2.65 million meals were provided overall through

Onigiri Action). In 2019, Onigiri Action received the SDGs Deputy-chief s tsunami, and toured by bus the difficult-to-return zones due to radiation that
Award (by the Minister of Foreign Affairs) at the Japan SDGs Award in currently make up 80% of Namie.
recognition for its activities.
Nissan as a Community Member
Support for regions affected by Great East Japan Earthquake (Japan)
Employee Volunteer Activities in Hirono and Namie, Fukushima

Bringing Smiles to Children in Disaster-Stricken Areas
prefecture
Nissan established the Nissan Smile Support Fund in 2011 with the goal
We provided various forms of support in the immediate wake of the Great
of helping children in disaster-stricken areas smile again. The Nissan
East Japan Earthquake of March 11, 2011, and we have continued to
Smile Support Fund offers assistance that meets the changing needs of
help affected regions rebuild through strong employee participation. In
such regions, operating free schools and places to go after school and
fiscal 2019, we continued our support activities from the previous year in
providing learning venues for deepening regional understanding as well
the district of Futaba, Fukushima prefecture, with the participation of 26
as recreational and nature experience programs. Programs are conducted
employees from several Nissan facilities. Together with the Iwaki OtentoSUN
by 10 NPOs that are independently active in Iwate, Miyagi and Fukushima
Enterprise Cooperative, based in Iwaki, Fukushima, Nissan employees
prefectures.
engaged in various activities, including preparing a disaster-prevention green
belt, maintaining organic cotton fields in Hirono, and removing weeds and
planting flowers in
the area surrounding
Addressing Other Natural Disasters
Namie train station. In
addition, we visited the
Wide-area power outages caused by Typhoon Faxai (Japan)
Ukedo district, which
The Nissan LEAF proved uniquely suited to providing relief in times of
was devastated by the
natural disaster as a mobile storage battery, during the widespread power
outages that continued at evacuation centers and welfare facilities in Chiba
prefecture caused by Typhoon Faxai in September 2019.
A group photo during volunteer activities in Hirono and Namie

Nissan provided electricity by bringing 53 Nissan LEAF electric vehicles Novel coronavirus (COVID-19) outbreak (China)
and portable power stations (known as Power Movers) at local government In January 2020, Nissan Motor Co., Ltd., Nissan (China) Investment (NCIC)
authorities, welfare facilities, childcare facilities and other locations. These and Nissan s joint venture in China, Dongfeng Motor Company Limited (DFL)
were used primarily to run fans to prevent heat stroke and to charge mobile together donated 5 million RMB and 100,000 masks to support the fight
phones to ensure residents had access to information as well as a power against the COVID-19 in Hubei province.
source to light up water supplies at night. In addition, 50 charger cables
provided by Nissan employees were used to charge mobile phones.
Torrential rains from Typhoon Hagibis (Japan) Tornado in Tennessee (U.S.)
Nissan donated ¥10 million and matched employee donations raised to Nissan North America (NNA) donated $150,000 to the American Red
provide funds in relief of those suffering damage from torrential rains when Cross to support relief efforts for those affected by a tornado that struck
Typhoon Hagibis struck in October 2019. Nissan employees volunteered Tennessee in March 2020.
in Iwaki and 68 vehicles were lent out in Iwaki and Koriyama in Fukushima
prefecture to support disaster relief efforts. In addition, Nissan and Nagano Foundation Support Activities (U.S., Australia and Brazil)
Nissan Motor Co., Ltd. lent out four Nissan LEAF to the volunteer center for In the United States, we support many communities through the Nissan
disaster relief in Nagano to supply electricity. Foundation, which funds educational programs encouraging people to value
the cultural diversity that exists within American society. Established in
1992, the Nissan Foundation has contributed over $11.5 million to more than
Volcano eruption (Philippines) 150 nonprofit organizations across the country as of the end of March 2020.
Nissan Philippines (NPI) donated three Navara to the Philippine Red Cross In fiscal 2019 the foundation donated $740,000 to 30 U.S. organizations.
to support relief efforts for those affected by the Taal Volcano eruption in Nissan Motor Australia (NMA) supports philanthropic activities through
January 2020. the Nissan Australia Foundation. Since fiscal 2017 it has supported small
and medium-sized Australian charitable organizations, helping to expand or

continue their activities. NMA has adopted a new employee policy, allowing museums and other educational institutions that have dramatically increased
staff to take volunteer leave each year to contribute to the communities in interest in science among female students.
which they work and live. Furthermore, from fiscal 2019, we started a program to develop the talent
Additionally, Nissan Do Brasil Automoveis (NBA) reexamined the activities of the future and launched a project to create a class designed for future
of the Instituto Nissan, established in 2013 for philanthropic purposes, leaders based on joint research with Waseda University.
revitalizing and strengthening its programs for encouraging employee
volunteer activity. During fiscal 2019, Instituto Nissan developed a series * Click here for more information on the Nissan Global Foundation.
https://www.nissan-global.com/EN/CITIZENSHIP/FOUNDATION/
of programs, from environmental education to social engagement and
* Click here for more information on the Nissan Global Foundation official website in Japanese.
open innovation, interacting with a variety of stakeholders that support the https://www.nissan-zaidan.or.jp/
organization on its social contribution to a very important region in Rio de
Janeiro, Brazil.
Nissan Global Foundation (Japan) Nissan Institute of Japanese Studies, Oxford (U.K.)
The Nissan Global Foundation* pursues the vision of realizing a prosperous Founded at the University of Oxford in 1981, the Nissan Institute of
future society through human resource development by conducting various Japanese Studies* is a well-known European center for research on modern
training programs. Japan that contributes to the promotion of mutual understanding between
One main focus is enhancing science education at elementary and middle Japan and Europe.
schools and science workshops by fostering logical and scientific thinking
skills among schoolchildren. The foundation grants ¥700,000 per project for * Click here for more information on the Nissan Institute of Japanese Studies.
teaching material in two years. In addition, the foundation grants Science https://www.nissan.ox.ac.uk/
Education Awards to schools with the best performance so as to encourage

competition and promote dynamism.
Additionally, since fiscal 2018, the foundation has awarded the Nissan
Global Foundation Rikajo Prize to elementary and middle schools,

Governance
Governance Policies and Philosophy ……… 190
Corporate Governance ……………………… 191
Risk Management ……………………………… 199
Compliance ……………………………………… 201

GOVERNANCE
Governance Policies and Philosophy in our business management. We have selected a new corporate form
consisting of a company with three statutory committees, separating
Rapid technological advances are transforming every industry, including the management from supervision, oversight and auditing. Our global approach
automotive industry, and the global economy is undergoing a period of great to governance is founded on three pillars: improving the transparency of
change. The risks that companies face are becoming ever more complex the decision-making process and making business execution speedier and
and require finely tuned responses. more flexible; carrying out compliance based on high ethical standards
In order to create unique and innovative automotive products and services, among all employees; and establishing an effective and appropriate risk-
and deliver superior measurable value to all stakeholders, Nissan will management system.
enrich people s lives as a company that is trusted by society, and address
improvement of corporate governance as one of its most prioritized *1 Click here for more information on the Global Code of Conduct.
managerial tasks. In addition to addressing risks and opportunities https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2017/NISSAN_GCC_E.pdf
associated with climate change, we will conduct our business while *2 Click here for more information on the Corporate Governance Guidelines.
https://www.nissan-global.com/PDF/190625-02_01_EN.pdf
considering society s expectations and our social responsibilities and
devote ourselves to the development of a sustainable society by aiming for
sustainable growth of our business.
To be a sustainable company, Nissan must display a high level of ethics and
transparency, as well as a strong foundation for the organization. It is also
expected that we will actively disclose our initiatives to this end. We have
extensive global operations with numerous stakeholders around the world.
It is essential that we continue to earn their trust while ensuring the high
ethical standards and compliance of all employees. In 2001, we established
the Global Code of Conduct,*1 which is rigorously followed by Group
companies around the world.
Corporate governance,*2 compliance and risk management are key factors

CORPORATE GOVERNANCE
Corporate Governance System in Detail supervision, oversight and auditing by the Board of Directors and other
corporate bodies heightening the effectiveness of our structures in terms of
In developing new structures to strengthen our corporate governance internal controls, compliance and risk management. Officers and employees,
system, on June 25, 2019, a new corporate form was selected consisting of including executive officers, will sincerely respond to this supervision,
a company with three statutory-committee, clearly separating management oversight and auditing.
functions and supervisory, oversight and auditing functions. In the past, In addition, we announce clear management targets and policies to all
directors supervised the execution of important business operations as stakeholders and disclose our performance promptly with a high degree of
well as the duties of individual directors, but the change in structure to a transparency.
company with three statutory committees has separated execution from We have also established a corporate governance system that maintains
supervision. Those with the newly established executive officer role are business transparency. The system allows us to implement various
responsible for the execution of business operations, while members of monitoring systems, as well as assess and manage risks that have the
the Board of Directors focus on supervision of their assigned duties. This potential of preventing us from achieving our business goals. In addition to
has improved the transparency of the decision-making process and also carrying out cooperation among sites in the regions in which we operate,
made business execution speedier and more flexible. Furthermore, by we have set up global management systems and provide relevant training
increasing the number of outside directors to a majority of the board, we programs to our employees and business partners. We aim to disclose
are working to reflect a diversity of viewpoints into our management and governance information with even greater transparency in future.
strengthen our supervision function still further. The Board of Directors has
established three committees: the Nomination Committee, which decides * Click here for more information on the Nissan Corporate Governance Overview
on candidates for director positions; the Compensation Committee, which https://www.nissan-global.com/EN/COMPANY/PROFILE/CORPORATEGOVERNANCE/pdf/
sets compensation for directors and executive officers; and the Audit Overview_EN.pdf
* Click here for more information on the Corporate Governance Guidelines
Committee, which audits the business execution of directors, executive
officers, and those with similar responsibilities. Outside directors make up * Click here for more information on Governance Data
more than half of each committee, and play a leading role in the Nomination >>> P239
and Compensation Committees. This ensures healthy governance, with

Corporate Governance System Transformation Board of Directors System

On June 25, 2019, Nissan transitioned to a three statutory-committee Our Board of Directors, led by independent outside directors, decides the
format, establishing nomination, compensation and audit committees. basic direction of management by taking a variety of perspectives into
account and plays the role of supervising the executive directors. The
New System Key Points number of directors on the board is sufficient to facilitate lively discussions
(1) Separation of management and supervisory functions and swift decision-making. In order to create an environment where
(2) Increased independence of Board of Directors discussions in board meetings are led by independent outside directors,
(3) Transparency of decision-making process these directors constitute a majority of the board, with one of them serving
(4) Speedy and flexible business execution as board chair.
The Board of Directors decides on basic management policies and
important matters set forth under the law, articles of incorporation and
Role of The Board of Directors
regulations of the Board of Directors itself. In order to carry out effective
General Shareholders Meeting Roles of the Board of Directors
and flexible management, as a general rule, the Board of Directors
・ The Board of Directors has primary
responsibility to shareholders for the welfare
delegates much of its power to decide on business activities to executive
Responsible
of the company. officers. As of March 31, 2020, the Board of Directors consists of 12
SUPERVISING ROLE
・ The Board of Directors, led by the independent

Board of Directors
outside directors, decides the basic direction
directors, seven of whom are independent outside directors (of whom two
of management by taking a variety of are women).
Nomination Compensation Audit perspectives into account and plays the role of
Committee Committee Committee supervising the executive directors.
* Click here for more information on each member of the Board of Directors.
Major authorities of the Board of Directors
https://www.nissan-global.com/EN/COMPANY/PROFILE/EXECUTIVE/
Supervise Basic management ・ Medium-term/annual business plan
policy ・ Strategic/important alliances
Execute & report * Click here for more information on the Board of Director s activities in fiscal 2019
General Shareholders ・ Convocation
Meeting ・ Agendas >>> P018
Executive Officers
EXECUTING ROLE
・ Appointment of board chair and

Appointment/ representative executive officers
Execute or delegate ・ Appointment/dismissal of executive
dismissal officers
・ Appointment of committee members
Perform & report
・ Financial statement
Finance
・ Dividends
Corporate officers and other employees
Others ・ Basic policy for internal control

GRI102-22 GRI102-24 GRI102-22 GRI102-35
Nomination Committee System and Authority Compensation Committee System and Authority
AUTHORITY / ROLE RESOLUTION ITEMS AUTHORITY / ROLE RESOLUTION ITEMS
・To determine the content of the ・Proposal of election/dismissal of ・To determine the policy on decisions ・Policies and systems regarding
General Shareholders Meeting director candidates on the content of the compensation compensation for directors and
agenda concerning the appointment ・Proposal of election/dismissal of for individual directors and executive executive officers (compensation
and dismissal of directors as provided representative executive officer officers, and the content of the principles, level and composition of
for in the Corporate Law ・Succession plan for CEO compensation for individual directors compensation, base salary system,
・To determine the content of the ・Proposal of appointment/dismissal and executive officers short/long-term system, benefits etc.)
Board of Directors meeting agenda BOD chair and vice chair ・To determine the specific amount, or, ・Specific amount or (in the case of
concerning the appointment and ・Proposal of appointment/dismissal in the case of non-cash compensation, non-cash compensation) specific
dismissal of the representative committee chair and members the specific content of compensation, content of compensation for each
executive officer for each individual director and individual director and representative
・To formulate an appropriate representative executive officer executive officer
succession plan regarding the ・Specific amount or content of
president and CEO and review it at compensation for each individual
least once a year executive officer
As of March 31, 2020, the Nomination Committee chaired by independent As of March 31, 2020, the Compensation Committee consists of four
outside directors consists of six directors, five of whom are independent directors, all of whom are independent outside directors (of whom two
outside directors (of whom one is a woman). The committee has the are women). The committee has the authority to determine the policy on
authority to determine the content of the general shareholder s meeting decisions on the content of the compensation for individual directors and
agenda concerning the appointment and dismissal of directors. In addition, executive officers and the contents of the compensation for individual
the committee has the authority to decide on the content of the Board directors and executive officers. In addition, the Compensation Committee
of Directors meeting agenda concerning the appointment and dismissal has the authority to determine the specific amount for each individual
of the representative executive officer and the authority to formulate an director and representative executive officer.
appropriate succession plan regarding the President and Chief Executive
Officer. * Click here for more information on the Compensation Committee s activities in fiscal 2019
>>> P021
* Click here for more information on the Nomination Committee s activities in fiscal 2019
>>> P020

GRI102-22
Audit Committee System and Authority Executive Officer periodically and exchanges opinions in various areas.
Further, the Chair attends important meetings etc. to state his opinions,
reviews internal approval documents and other important documents, and,
AUTHORITY / ROLE RESOLUTION ITEMS
when necessary, requests explanations or reports from executive officers
・To audit (monitor and supervise) ・Annual audit reports to be submitted and employees. The Chair shares his collected information with other
executive officers business execution to shareholders meeting members of the Audit Committee in a timely manner.
and directors performance of their ・Audit policy/rules and annual audit
duties. plan/budget of the Audit Committee The Audit Committee, in conducting its audits, cooperates with the internal
・To make executive officers and ・Proposal for shareholders meeting audit department and the independent auditors in an appropriate manner,
employees/subsidiaries report on concerning the appointment/
making efforts to enhance the effectiveness of tri-parties audit. Under
business execution and investigate dismissal of external auditors
the status of operation and financial ・Assignment of staff employees of the leadership of the Audit Committee, collaboration among three parties
conditions Audit Committee secretariat is contributing to the enhancement of the effectiveness of internal control
・To seek injunctions against illegal acts ・Annual audit plan, budget and HC
of directors, executive officers and of Global Internal Audit Office,
systems by sharing information on the issues pointed out by their respective
employees assignment and evaluation to the audits and the status of their remediation in a timely manner. Further, the
・To produce annual audit reports head of Global Internal Audit Office Audit Committee supervises the internal audit department, periodically
・To select/dismiss external auditors ・Filing of litigation against directors/
・(Appointed Audit Committee member) executive officers receives reports from them on the progress and results of their internal
to represent the company in any audit activities conducted in accordance with their internal audit plan and, as
litigation brought against directors/ necessary, gives them instructions regarding internal audit.
executive officers
The Audit Committee is the contact point for whistleblowing with doubts
regarding the involvement of management such as executive officers, and
As of March 31, 2020, the Audit Committee chaired by independent deals with whistleblowing by establishing a system where relevant executive
outside directors consists of five directors, four of whom are independent officers cannot know the whistleblower and the content of whistleblowing.
outside directors (of whom one is a woman). As part of audits on business
execution including the organization and operation of Nissan s internal * Click here for more information on the Audit Committee s activities in fiscal 2019
control systems, the Audit Committee receives reports from executive >>> P022
officers, corporate officers and employees on their business execution for

Nissan and its group companies, in accordance with the Audit Committee s
annual audit plan and on an ad-hoc basis as necessary. In addition, the
Chair has meetings with executive officers including the President and Chief

GRI102-22
Board Features Director independence standards

To ensure high independent representation on the Board of Directors, Nissan strictly defines the
High independent representation in board and Diversity of nationality
qualification of independent directors. They must not fall into any of the following categories:
committee composition and gender
Prohibited categories
・Majority of Board of Directors are independent outside Nationality
directors. 1 Executive or employee of Nissan (within last 10 years)
・Majority of Nomination Committee and Audit Committee,

and all members of Compensation Committee, are
5 Nationalities
2
3
Major shareholder of Nissan (within last five years)
Director, statutory auditor, statutory accounting advisor or executive of a
independent outside directors. company of which Nissan is a major shareholder
・All chairs of the Board of Directors and three committees 4 Major business partner of Nissan
Gender
are independent outside directors. Executive of an organization that received a significant amount of donations and
17%
5
contributions from Nissan
Board of Directors 7 out of 12 are independent directors Director, statutory auditor, statutory accounting advisor or executive of a
Female 6
company that has a director who was seconded from Nissan
7 Major creditor of Nissan
Nomination
2 Female
5 out of 6 are independent directors Certified public accountant or tax attorney appointed as statutory
Committee
8
accounting auditor/advisor of Nissan
Compensation 4 out of 4 are independent directors
Attorney, certified public accountant, tax attorney or any other type of
Audit 4 out of 5 are independent directors 10 Male 9
consultant who has received significant business from Nissan
Member, partner or any other executive of an accounting firm, tax firm, or
10
consulting firm that has received significant business from Nissan
11 Family member of any of the above categories
12 Person who has served as director of Nissan (for more than 6 years)
Person who may otherwise consistently have substantial conflicts of
13
interest with the shareholders of Nissan
Important: All items stated above are summaries of the full qualifications as defined in Nissan
Director Independent Standards. For more details for each category, please visit the Nissan
website for Nissan Director Independent Standards;

Executive Officer System * Please refer to the Nissan Corporate Governance Overview for details on the internal control
system (P46)
Executive officers decide on business activities which are delegated in https://www.nissan-global.com/EN/COMPANY/PROFILE/CORPORATEGOVERNANCE/pdf/
Overview_EN.pdf
accordance with the resolutions of the Board of Directors and execute the
business of the Nissan Group.
Several conference bodies have been established to deliberate on Audit System
and discuss important corporate matters and the execution of daily We have adopted a system under which the outside directors, Auditing
business affairs. Furthermore, in the pursuit of more efficient and flexible Committee, department for internal audit and outside accounting auditors
management, the authority for business execution is clearly delegated as coordinate to improve the effectiveness of our internal control systems.
much as possible to corporate officers and employees. Independent outside directors lead our Board of Directors, deciding the
As of March 31, 2020, eight executive officers, two of whom are basic direction of management and supervising the execution of duties by
representative executive officers, are appointed. directors, executive directors, and others with similar responsibilities. The
Audit Committee takes charge of the department for internal audit and
* Click here for more information on each executive officer
https://www.nissan-global.com/EN/COMPANY/PROFILE/EXECUTIVE/ instructs it with regard to auditing, and the department for internal audit
shall report to the Audit Committee the status of the performance of duties
Basic Principles of the Internal Control System and any findings therefrom on an ongoing basis. The Audit Committee also
receives similar reports from the accounting auditors, as well as detailed
We aim to provide superior value to all stakeholders, consider healthy explanations on the status of the quality control of internal audits, to confirm
governance the foundation for this, and are engaged in a range of activities whether their oversight is at a suitable level.
to achieve it. In line with this principle, and in accordance with Japan s
Companies Act and its related regulations, the Board of Directors has
Independent Internal Audits
decided on internal control systems to pursue these goals and its own
basic policy. The board continually monitors the status of implementation An independent, global internal audit function department has been
regarding these systems and the policy, making adjustments and established under the control of the Audit Committee. In each region,
improvements if necessary. The internal control system that was established internal audit departments located at supervisory companies handle
in 2007 is chaired by CEO under the monitoring and supervision of auditing tasks, while global specialized teams conduct audits across each
the Board of Directors. All executive officers, corporate officers and region in the areas of sales finance and IT. Under the control of the Chief
departments, as well as group companies, cooperate closely under the CEO Internal Audit Officer, all internal audits are carried out efficiently and
to improve the internal control system. uniformly across the globe.

GRI102-19
Nissan s Corporate Governance System Delegation of authority outline

Delegation of authority (DOA) is a part of Nissan s decision-making rules that defines who must
Shareholders meeting Appoint/dismiss
be involved in important corporate decisions
Make proposal to appoint/
dismiss directors
Appoint/dismiss directors Accounting auditor Role of DOA
Accounting
Supervision audit report
Make
Board of Directors Coordinate
proposal
to appoint/
Clarify decision-making process Maintain and enhance management quality
dismiss
Make proposal to Audit/report
appoint/dismiss
accounting DOA provides a clear framework for the DOA improves overall management quality at
auditor
representative Determine committee members decision-making process and defines who is Nissan by increasing the speed and efficiency
executive officer
responsible for the decision of decision-making
Determine compensation
Scope of DOA
Nomination Committee Compensation Committee Audit Committee
Overall decision-making rule

ⅰ.DOA covers only important corporate decisions
Board of Directors/ Delegate, BOD* regulation ⅱ.Besides DOA, there are other decision-making rules such as
committee operation appoint/dismiss
Audit Report
representative executive the business process standard document
Board of Directors Office officers/executive officers
DOA ⅲ.DOA also applies to Nissan s consolidated subsidiaries
Determine compensation including foreign companies except where there are special
(representative executive
Global Internal circumstances
officers/executive officers)
Audit Office
Function/
ⅳ.DOA is classified as global, regional or local DOA according to
department rule
its scope of application
Supervise
Report/ Audit *BOD: Board of Directors
submit
Delegation of authority governance
Execution Representative executive officer Report For the purpose of enhancing management quality as well as clarifying the process of decision-
making, fair and transparent delegation of authority (DOA) is appropriately implemented and
Executive Committee, executive officers Internal Control Committee
strictly controlled
Delegate Report/propose, etc. Monitor
01 Robustness 02 Transparency
Management Committees, individual functions, Group companies Any revisions, creation and deletion DOA defines the appropriate
are strictly controlled by the DOA individuals who must propose, validate
Committee, which is chaired by and decide, are disclosed in the Nissan
corporate officers group employee s intranet
03 Fairness 04 Effectiveness
Aside from Proposer and Decider, the DOA representatives and coordinators
Validator, who provides expertise to a are assigned in each function and
Decider in the Validator s relevant area, region for efficient operation and for
is set in the DOA items enhancing global management

GRI102-25
Avoidance of Conflict of Interest Three key pillars of Director Conflicts of Interest

In case of any transaction that involves any conflict of interest between the
Resolution Policy
company and a director or executive officer, the Board Regulations provide
Three key pillars of Director Conflicts of Interest Resolution Policy
that board approval, as well as a post-facto report to the board of important
facts associated with the transaction, are required. Given the possibility Resolution Resolution
Duty to report
of conflict of interest, the representative executive officer of the company group procedure
must not concurrently serve as a director, executive officer, or any other Mandates two affirmative Establishes the Director Establishes procedures to
officer or employee of a major shareholder; Mitsubishi Motors Corporation, duties for directors; Conflict Resolution resolve director conflicts
ⅰ.Timely reporting of Group, comprising (of at before and during board/
which is one of the other parties of the Alliance; or any subsidiaries or
actual and potential least) three independent committee meetings
affiliates of the above. If an executive officer serves in such position at the
conflicts; directors, led by the chair including:
time of assuming the office of representative executive officer of Nissan, ⅱ.Advance disclosure of of the Audit Committee. ⅰ.Maintaining a database
that officer and Nissan shall promptly take the necessary measures for the interested transactions The chair can prevent a of all specific conflicts
officer to leave the other company. director from: of interest identified,
Regarding the designation of Audit Committee members, the company s ⅰ.Receiving materials, ⅱ.Suspending or
Corporate Governance Guidelines provide that, given the potential conflict ⅱ.Presenting at any postponing the matter
discussion, and, in question, and,
of interest with minority shareholders, it is not desirable that the Audit
ⅲ.Participating in any ⅲ.Excluding the conflicted
Committee should include any person who has experience serving as a
vote, related to any member from the
director, executive officer or other officer or employee at a major Nissan specific conflict of meeting
shareholder or a subsidiaries or affiliate of same (except for a person interest reported.
seconded from Nissan).
In addition, in 2019, the company established a Director Conflict of Interest
* Click here for more information on Corporate Governance Report.
Resolution Policy which defines conflicts of interest between a director and https://www.nissan-global.com/EN/DOCUMENT/PDF/GOVERNANCE/g_report.pdf
the company, requires directors to report any actual, potential or perceived
conflicts and also establishes procedures to resolve such conflicts.

RISK MANAGEMENT
GRI102-30 GRI418-1
Risk Management Systems processes and tools for risk management, as well as related information,
throughout the Group.
Risk management must be a real-world activity that produces concrete In addition, we have created an area on our intranet called Corporate Risk
measures. Based on its Global Risk Management Policy, the Nissan Management. Information relating to risk management is also distributed to
Group carries out activities on a comprehensive, groupwide basis. subsidiaries in Japan, North America, Europe and other overseas regions, as
To respond to changes in our business environment, we have set up well as to major affiliated companies.
a department in charge of risk management that carries out annual The business environment in which we operate has been increasingly
interviews of corporate officers, carefully investigating various potential volatile in recent years, including such aspects as the widespread adoption
risks and revising the corporate risk map in line with impact, frequency of new technologies and growing geopolitical risks. We will continue to
and control level. The Executive Committee make decisions on risk bolster our activities in this area so we can appropriately meet these
issues that must be handled at the corporate level and designate risk changes.
owners to manage the risks. Under the leadership of these owners, we
design appropriate countermeasures. At the end of each fiscal year,
Protecting Personal Data and Reinforcing Information
the head of risk management assesses the control level of each risk
Security
and determines the effectiveness of each risk management activity.
The progress of these activities is regularly reported to the Executive We share our Information Security Policy with Group companies worldwide
Committee and the Internal Control Committee, and also to the Board of as a basis for reinforced information security, implementing via the
Directors, when appropriate. Information Security Committee measures enhanced through the PDCA
With respect to individual business risks, each division is responsible for cycle. We reliably address issues by identifying internal and external
taking the preventive measures necessary to minimize the frequency of information leaks as they occur worldwide and reinforce information security
risk issues and their impact when they do arise as part of its ordinary on a timely basis. To thoroughly educate and motivate employees to adhere
business activities. The divisions also prepare emergency measures to to relevant policy, we institute regular in-house educational programs.
put in place when risk factors materialize. Nissan Group companies in Moreover, we recognize our social responsibility to properly handle
Japan and overseas are strengthening communication to share basic customers personal information in full compliance with the respective

personal information protection law in each region. We have set up internal management for both ongoing and future projects. Appraisal involves an
systems, rules and procedures for handling personal data. All Nissan Group objective evaluation of whether risk exists and the level of such risk for our
companies are fully enforcing these processes. company and the assignment of responsible persons based on the level for
There were no major instances of loss or leaking of personal information at follow-up activities. These processes are implemented by the Quality Risk
any Nissan Group company during fiscal 2019. Management Committee, chaired by an executive tasked with heading this
activity, twice a year.
* Click here for more information on Risk Management. Regarding response to environmental issues and climate change, in order
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2020/SR20_E_RiskMgnt.pdf
to address diversifying environmental issues and promote comprehensive
environmental management on a global basis, the Global Environmental
GRI102-29 GRI102-30 GRI102-33 Management Committee (G-EMC), which is co-chaired by a board
ESG Risk Management member and convenes twice a year, and the Environmental Management
Committees (EMCs) in seven regions worldwide confirm the progress of
Nissan sees risks related to environmental, social and governance activities and decide companywide policy and the content of reports to the
(ESG) factors―that is, product strategy, product quality, response Board of Directors.
to environmental issues and climate change and compliance and Regarding compliance and reputation, our compliance with laws and ethical
reputation ― as issues involving business strategy and the maintenance of standards is monitored by regional and local compliance committees,
competitiveness and therefore promotes risk management in the Group as a which report to the Global Compliance Committee. We also have a globally
whole based on the Global Risk Management Policy. integrated whistleblowing system, which allows employees to report
Regarding product strategy, as part of our product strategy developing suspected compliance issues to management.
process, we monitor the impact of various risk scenarios, such as global In addition, we have created sets of internal rules and policies globally
market changes and demand deteriorations, on our future profitability based covering the prevention of insider trading, personal information
on the product lineup plan. We periodically monitor the impact of these management, information security and prevention of bribery and corruption.
scenarios to secure future profitability and sustainable growth, as well as We make efforts to prevent noncompliance and reputation risk by raising
updating our future lineup plan periodically based on the results. awareness through the implementation of various activities, including
Regarding product quality, in addition to such activities as quality assurance education and training programs.
for new model projects and day-to-day quality improvement activities, we
have introduced and operate a Quality Risk Management framework. The * Click here for more information on Risk Management.
framework represents a higher-level system to ensure successful quality https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2020/SR20_E_RiskMgnt.pdf

COMPLIANCE
Nissan understands that acting with integrity and high standards is of enforcing compliance and awareness thereof in all operational areas.
paramount importance, not only because it is the right thing to do, but also
because it allows all employees to perform at the highest levels. Nissan *Click here for more information on nonconforming final vehicle inspections.
https://www.nissan-global.com/EN/SUSTAINABILITY/VEHICLE_INSPECTIONS/
expects all employees to maintain the highest ethical standards as they
carry out their duties. To raise compliance awareness throughout the
company, Nissan has established a Global Compliance Office, as well as Executing an Overhaul of Compliance Checks
specialized departments, and appointed officers to promote compliance in At Nissan, following the discovery of nonconformities in the final vehicle
each region where it operates. inspection process at vehicle assembly plants in Japan, we were determined
to ensure that such a thing could never happen again. Accordingly, in
GRI103-1 GRI419-1
fiscal 2018, an overhaul of compliance checks were carried out and some
Enhancing Compliance monitoring items were defined. In fiscal 2019, compliance office and
relevant functions started to monitor those items periodically twice a year.
Preventing a Reoccurrence of Nonconforming Final In fiscal 2019, comprehensive compliance checks for affiliate companies in
Vehicle Inspections at Nissan s Plants in Japan Japan was undertaken and no relevant findings were identified. This project
After the discovery in September 2017 of nonconformities in the final will be expanded to overseas entities in fiscal 2020.
vehicle inspection process at its plants in Japan, Nissan began a full
and comprehensive investigation of the facts, including the causes and Working with Dealerships
background. We have since implemented appropriate countermeasures
Nissan undertakes various measures to ensure that its approach to
based on the results. Strict compliance is a top priority for our management,
compliance is shared with dealerships and to enhance its internal controls.
and we have taken it upon ourselves to examine the current situation with
We are strengthening lines of communication with dealerships to further
regard to compliance in every area of our business. When issues do arise,
improve our sustainability management. We carry out activities on an
we take appropriate measures, and we are committed to promoting and
ongoing basis aimed at helping dealerships in Japan enhance their
compliance.

GRI205-1
Nissan organizes self-inspection programs at all dealerships to enhance Anti-Bribery

understanding of compliance matters and improve their compliance
management status. The dealerships check their current compliance status Anti-Bribery: Policies and Philosophy
and issues based on Nissan s self-assessment checklists and use the PDCA Nissan does not tolerate corruption of any kind, whether individual or
cycle to make voluntary improvements. Nissan also annually updates, edits systemic, committed by a company or a government. The Nissan Global
and expands the checklists based on our internal audit results, informing Anti-Bribery Policy* establishes a global framework for preventing and
dealerships of changes and ensuring compliance. The program status is responding to corruption. Different cultural contexts may result in what seem
shared among applicable Nissan departments and reports are made to the to be gray areas, and Nissan respects local customs and traditions, but
Board of Directors of dealerships. Through measures to check improvements corrupt practices are never acceptable.
and their effectiveness, and a unified approach with dealerships, Nissan
strives to further improve its sustainability management. *Click here for more information on the Nissan Global Anti-Bribery Policy.
When major compliance issues occur, the legal, communications, external https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2013/NIS_SUS2013E_POLICY.pdf
and government affairs and other applicable Nissan departments work
Click here for more information on the Avoidance of Conflict of Interest.
together with dealers to take prompt and appropriate action.
>>> P198

Anti-Bribery: Management Business Ethics

Nissan has established a Global Code of Conduct* and Global Compliance Business Ethics: Policies and Philosophy
Office as well as departments and officers at each of its operations
worldwide with responsibility for promoting compliance measures. Employees and Compliance
Moreover, all Group-affiliated companies have introduced their own codes Nissan s sustainability efforts are based on each employee s ability to do
based on the Global Code of Conduct. The Code of Conduct is supported by his or her job with a high level of integrity. In 2001, we established a Global
training courses to ensure full understanding of its content. Code of Conduct containing practical guidance for employees. Today this
Nissan s overall policy management strategy was redesigned in fiscal 2016 Code of Conduct is applied at all Nissan Group companies worldwide.
in order to support the promotion of compliance knowledge, including We also provide guidance on compliance for directors and corporate
the creation of a Policy on Policies and related standardized procedures. officers, holding regular seminars and educational activities to ensure strict
With this enhanced process, Nissan seeks to ensure across-the-board adherence to the rules.
understanding, making sure all employees are fully aware of Nissan s Under the oversight of our Global Compliance Committee, we have
policies and able to act appropriately when faced with compliance issues. established a Regional Compliance Committee in each region of operation,
Nissan has created a series of internal regulations that are applied forming a worldwide system for detecting and deterring illegal and unethical
globally, covering areas such as decision-making, insider trading, personal behavior. Global Headquarters works with all regions and bases of operation
information management, information security, bribery and corruption to ensure full awareness of compliance issues and prevent illegal activity,
and use of social media. With these policies in place, Nissan is working to and has processes in place to take appropriate disciplinary action against
heighten awareness and reduce infractions. those who violate or infringe the Global Code of Conduct or the law. Our
Employee education programs to promote compliance are held regularly in Global Compliance Office further increases the rigor of our compliance
all regions in which Nissan operates. For example, training sessions based management. In addition, to enhance compliance at the regional level, stand-
on the Global Anti-Bribery Policy have been conducted in all regions. alone, independent, regional compliance officers have been hired in the
Japan, Asia and Oceania (A&O), China, North America, Latin America and
*Click here for more information on the Global Code of Conduct. the Caribbean (LATAM), Europe, and Africa and Middle East and India (AMI)
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2017/NISSAN_GCC_E.pdf regions.

GRI102-16 GRI102-17 GRI419-1
Fiscal 2019 Global Compliance Committee Organization Global Code of Conduct

(As of March 31, 2020) Nissan s Global Code of Conduct contains our core principles for doing
Nissan Motor Co., Ltd. Board of Directors
business with honesty and integrity, in full compliance with established laws
and regulations in all locations in which we operate. The Code of Conduct s
Internal Control Committee Executive Committee (EC) Audit Committee
standards apply to all employees within Nissan Group companies, and every
employee is responsible for upholding and adhering to the Code. The Code
Global Compliance Committee (GCC)
of Conduct is reviewed for revision at least once every three years to ensure
Global Compliance Committee
Global Compliance Officer that it evolves along with the company and society. The Code is also updated
promptly, outside the regular review cycle, in response to significant changes
Management Committees (MCs)
to laws or other major factors affecting it. The Code of Conduct was most
Regional Compliance Committees* recently updated in 2017, when employee and customer safety were
proactively added as a new key pillar of the Code.
Japan A&O China North America LATAM Europe AMI In fiscal 2019, updated Global Code of Conduct training material was
delivered to all regions. The e-learning material for indirect employees was
*Each Regional Compliance Committee oversees various local compliance committees as available in 20 languages and accessible in number of formats including
appropriate.
via portable devices like smartphones and tablets. Factory-focused training
material was prepared for factory workers, who received the training via
regular shift-start messaging or in a seminar setting. This global Code of
Conduct training is mandatory for all Nissan employees every year as well as
Board members and Corporate Officers. The fiscal 2019 global completion
ratio is over 95%.
① Comply with All Laws and Rules

Nissan employees are expected to follow all laws and regulations of the
country in which they work as well as all Company policies and rules.

② Promote Safety ⑥ Be Transparent and Accountable

Nissan is committed to employee safety and wellness. Nissan employees Accounts and records shall be maintained with integrity. Nissan employees
are expected to engage in safe work practices to promote a healthy work shall make accurate, transparent, timely and appropriate disclosures of the
environment. Nissan is also committed to the safety of our customers and Company s business activities to our stakeholders, including shareholders,
their passengers and Nissan employees are expected to continually promote management, customers, other employees and local communities.
safety of Nissan products.
⑦ Value Diversity and Provide Equal Opportunity
③ Avoid Conflicts of Interest We value and respect the diversity of our employees, suppliers, customers
Employees are expected to act in the best interest of Nissan. It is not and communities. Discrimination, retaliation or harassment, in any form or
permitted for employees to behave, act, or use information in a way that degree, will not be tolerated.
conflicts with Company interests. Furthermore, employees must attempt to
avoid even the appearance of a conflict of interest. ⑧ Be Environmentally Responsible
Nissan employees shall strive to consider the environment and
④ Preserve Company Assets environmental protection when developing products and services, promote
Nissan employees are accountable for preserving and safeguarding recycling and conserve materials and energy.
Company assets. The unauthorized or improper use of Company assets,
including funds, confidential business information, physical property and ⑨ Be Active; Report Violations
intellectual property, is prohibited. Nissan employees are expected to carry out their work in accordance with
the Code of Conduct. Employees who suspect that a violation of the Code
⑤ Be Impartial and Fair of Conduct has occurred are obligated to report it as soon as possible.
Nissan employees must maintain impartial and fair relationships with Employees are encouraged to use the SpeakUp system to report their
business partners, including dealers, suppliers and other third parties. suspicions. Employees who act in good faith and report suspected violations
will be protected from retaliation.

GRI419-1
Business Ethics: Management Security-Related Export Controls

Internal Reporting System for Corporate Soundness To help maintain both national and international peace and security, we
Nissan has established a globally integrated reporting system to promote rigorously comply with export control laws and regulations in Japan and
thorough understanding of compliance among employees worldwide other countries and regions where we operate to keep sensitive goods,
and facilitate sound business practices. The system, known as SpeakUp, software and technologies from reaching sponsors of terrorism, espionage
can be used by employees to ask questions or voice concerns to the or human rights violations. Our export compliance program is implemented
company, thereby improving workplaces and operations. Where allowed by under a system headed by the representative executive responsible for
law, SpeakUp permits anonymous reporting by and two-way confidential export control. Specifically, our Export Control Global Secretariat, consisting
communication with employees and other stakeholders. It is available 24 of a Global Director and Regional Managers, works with each of our
hours a day, 365 days a year, in more than 20 languages. Employees are businesses to set control and monitoring mechanisms ensuring compliance
encouraged to report violations of the Code of Conduct or other company with security-related export controls, and these mechanisms are strictly
rules, and are protected from retaliation by our non-retaliation policy, a applied to all operations.
cornerstone of our compliance program. We recognize our responsibility for compliance with all regulations related
In fiscal 2019, 1,681 issues and questions were reported globally. Among to export controls on goods, software and technologies in our areas of
those, 485 compliance-related matters were identified. The number of operation. In 2017, we formulated a Global Export Regulatory Compliance
reporting has been increased since SpeakUp was introduced. This trend Policy to ensure proper compliance with such regulations across the
is as expected, and indicates both that our compliance program is working Nissan Group. Based on this global policy, we are working to develop
effectively and that employees are taking an interest in using it to raise their regional policies for each of the regions where we operate, such as export
concerns. regulatory compliance policies issued in fiscal 2019 for Latin America,
updates to North America and have begun discussions for the Europe, AMI
(Africa, Middle East, India) and A&O (Asia & Oceania) regions. We also
respond in a timely manner to export control regulation changes and related
developments around the world, including the enforcement of the Export
Control Reform Act (ECRA) in the U.S., amendments to the EU export
control list and moves to deploy export control regulations in China, Thailand,
India and the Philippines.

With the overall aim of improving our level of internal control, we strive to Global Export Control Policy Framework
conduct regular risk-assessment activities in connection with export controls
in each region, create monitoring mechanisms aligned with regulatory Representative executive responsible for export controls
requirements and business demands, and continually improve our operations.
To make employees more familiar with compliance risks, we are reviewing
our training system and materials, including information about complying Export Control Global Secretariat
with relevant customs and trade laws. From fiscal 2018, we began annual Japan, Asia & Oceania, China,
training in Japan based on the new system. In addition, we deployed North America, Latin America,
mandatory training globally starting in fiscal 2019 with North America, Latin Africa, Middle East, & India,
America, AMI, and China completing this training, and A&O and Europe Europe
under development.
We have been addressing export control of advanced technology on a global
level to prepare for the future of our company. To hasten the implementation
of our Global Export Regulatory Compliance Policy, we continue to promote
Functions Regions
export control for advanced technologies, such as autonomous driving
Japan, Asia & Oceania, China,
and connected-car technologies at Nissan sites in Japan, the U.S., and Marketing and sales, R&D,
North America, Latin America,
Europe as well as other locations around the world, where warranted. supply-chain management, IT,
Africa, Middle East, & India,
At our development sites in Japan, we are improving our classification production, etc.
Europe
process for sensitive goods, software and technologies using IT systems.
By making export control procedures an integral part of our development
and design operations, we aim to strengthen our compliance. In addition, we
are renewing and collecting information on controlled goods, software and
technologies in each region and are implementing comprehensive and sound
export controls for each business operation through the systematic global
sharing of this information.

GRI419-1 GRI207-1 GRI207-2 GRI207-3
Nissan s Commitment to Tax Transparency related entities trade with each other as if they were unrelated.
Nissan is transparent about its approach to tax. Nissan aims to pay the
Nissan s Approach to Tax appropriate amount of taxes in the jurisdictions in which it operates, and to
Based on its Global Code of Conduct, Nissan is committed to complying avoid tax-related interest payments and penalties for failure to comply.
with the laws and regulations of all countries in which Nissan Group does The CFO reviews and approves the tax strategy. The Global Head of Tax and
business, as well as with international tax treaties and tax-related financial the CFO update annually the Board of Directors on Nissan s tax risks and
reporting rules. In order to conduct business properly and efficiently in many adherence to its tax strategy.
markets across the globe, Nissan established a documented tax policy from
*Click here for information on Nissan s U.K. tax strategy.
2015. This document is continuously revised in order to keep up with the
https://www.nissan.co.uk/legal/nissan-uk-tax-strategy.html
legislative and regulatory changes. This policy document includes details
of the company s governance arrangements, tax risk management strategy
Nissan s Tax Management
and its approach to dealing with tax authorities, although it is currently not
publicly available in full. Nissan is consistently fulfilling all tax disclosure Nissan effectively manages tax risks within the Group by participating in
requirements such as OECD Country-by-Country Reporting and other and ̶through the delegation of authority process at a global, regional and
mandatory country-specific transparency requirements like those in Australia local level ̶ validating key business decisions from a tax perspective in a
or the United Kingdom*. consistent manner.
Nissan effectively manages its tax risks by providing tax input into key Nissan s global brand reputation and the continuing success of its
business decisions. Nissan s Tax Department collaborates with and supports manufacturing and distribution operations are of paramount importance.
other functions to ensure tax implications are properly evaluated and Consequently only a low level of tax risk is considered acceptable as also
addressed in operational and strategic decision-making. In particular in demonstrated by proactive discussions with tax authorities.
relation to transactions, restructurings, legal entity modifications, and other Where Nissan has tax audits, the company seeks to reach an agreement
business changes, as necessary to support Nissan s business strategy. with the Tax authorities on the treatment that will apply. In case Nissan is
Through the delegation of authority process, the tax function validates key unable to successfully negotiate, Nissan will uphold its tax positions in court
business decisions from a tax perspective, thereby ensuring the tax strategy and defend its application of the law through litigation.
is aligned with the wider business objectives, in a consistent manner. Nissan has several methods for identifying and managing tax risks.
Nissan applies established international standards like OECD principles The Global Tax Controversy Report is Nissan s global tax function tool for
to its dealings between the companies within the group. Intercompany central management of tax risk. It includes all tax exposure: both direct and
transactions are priced on an arm s-length basis, which means that Nissan- indirect taxes. Key findings are discussed quarterly with top management.

Specifically for income tax, Nissan has a process in place at local, regional Nissan s stakeholder engagement
and global level to recognize uncertain tax positions as required by the and management of concerns related to tax
International Financial Reporting Interpretations Committee (IFRIC). Nissan
Nissan seeks to maintain a long-term, open and constructive relationship
adopted IFRIC 23 from the beginning of fiscal 2019.
with national tax authorities by proactively engaging with them, as well as
Regarding transfer pricing topics, the tax function has internal procedures
other governmental and relevant industry bodies directly and indirectly.
and controls in place to identify transfer pricing risks, assess and mitigate
First, Nissan strives to develop cooperative relationships with tax authorities
such risks, and to monitor and escalate and report material risks to all
through regular meetings and partnership programs. Nissan has ongoing
stakeholders. Profitability by product basis and by company basis is
communication with tax authorities including, where applicable, use of
monitored regularly to identify the tax risks in terms of transfer pricing. When
advance rulings and advanced pricing agreements (APAs). Nissan engages
potential tax risks are identified, they are reported to the finance executive in
in APAs with tax authorities to obtain certainty regarding transfer pricing for
charge. The executive-level position within the organization accountable for
intercompany transactions.
compliance with the tax strategy is the Global Head of Tax, reporting to the
Then, Nissan regularly engages with policy makers to support the
CFO.
development of tax rules and regulations based on sound tax policy
Compliance with the tax governance and control framework is evaluated
principles. Nissan also provides input to industry groups and international
regularly by the global tax team, the compliance departments and internal
economic organizations, such as the Tax Executives Institute (TEI) and
audit checks. Global policies on tax governance and control are published
the business at OECD. As a Japanese automaker, Nissan is a member of
on Nissan s internal website. Compliance departments (at regional, local
Keidanren, one of Japan s major private sector business associations and
and global level) check with tax departments as the policy owner how the
also part of the Japan Automobile Manufacturers Association (JAMA).
policies are enforced and are in line with the business (through regular
Finally, Nissan s Investors Relations Department engages with the Global
updates of the policies).
Tax Department each time there is a question from stakeholders related to
Nissan has a hotline which is called SpeakUp where employees have a
tax topics. The Tax team will assist so that the information is provided in a
way to report unethical or illegal activities they have witnessed or that
satisfactory way.
they suspect. It is publicly filed within Japan according to required laws
and regulations. Nissan reports IFRS consolidated financial statement
information to Renault.

ESG Data
Corporate Overview …………………………… 211
Environmental Data …………………………… 213
Social Data ……………………………………… 233
Governance Data ……………………………… 239

Corporate Overview
GRI102-2 GRI102-3 GRI102-7 GRI102-7
Corporate Profile Financial Data

Date of Establishment December 26, 1933 （¥ billion）
Location of Organization s 1-1, Takashima 1-chome, Nishi-ku, Yokohama, FY2017 FY2018 FY2019
Headquarters Kanagawa 220-8686, Japan
Net sales 11,951.2 11,574.2 9,878.9
The Nissan Group consists of Nissan Motor Co., Operating income (loss) 574.8 318.2 (40.5)
Ltd., subsidiaries, affiliates and other associated
Group Structure and companies. Its main business includes sales and Ordinary income 750.3 546.5 44.0
Business Outline production of vehicles and related parts. The Nissan
Group also provides various services accompanying Profit (loss) before tax 710.7 477.7 (573.0)
its main business, such as logistics and sales finance.
Net income (loss)
Brands Nissan, Infiniti, Datsun attributable to owners 746.9 319.1 (671.2)
of the parent
Consolidated Number of
Employees 136,134 Capital expenditure 485.4 509.9 509.2
(as of March 31, 2020)
Depreciation 384.2 377.8 372.9
R&D: 17 markets Research and
(Japan, U.S., Mexico, U.K., Spain, Belgium, development costs 495.8 523.1 544.8
Germany, Russia, China, Taiwan, Thailand, Vietnam,
Indonesia, India, South Africa, Brazil, Argentina;
Global Network total of 47 sites) Click here for more information on Financial Data.
(as of March 31, 2020) Design: 7 markets
https://www.nissan-global.com/EN/IR/
(Japan, U.S., U.K., China, Brazil, Thailand, India;
total of 8 sites)
Automobile Production: 34 bases in 18 markets
(excludes plants providing OEM vehicles to Nissan
[Renault, Mitsubishi Motors, Fuso, Suzuki, etc.].)

GRI102-6 GRI102-7
Global Sales Volume and Production Volume

（Thousand units）
FY2017 FY2018 FY2019 Others Japan

14.3% 10.8%
Global sales volume 5,770 5,516 4,930
Japan 584 596 534 Europe FY2019
10.6% Global Sales Volume China
China 1,520 1,564 1,547
North America 2,091 1,897 1,620 4,930
thousand units
31.4%
Europe 756 643 521 North America

Others 819 816 708 32.9%
（Thousand units）
FY2017 FY2018 FY2019

Japan
Global production
5,672 5,362 4,757 15.9%
volume
FY2019
Japan 986 901 758
Others Global Production Volume North America
North America 1,694 1,587 1,340 45.2% 4,757 28.2%
Europe 777 661 508 thousand units
Others 2,215 2,213 2,151

Europe
10.7%
Click here for more information on Financial Data.

GRI302-5
Environmental Data Climate Change (Products)
Climate Change (Products) ………………………………… 213 CO2 Emissions from New Vehicles (Global)*
Climate Change (Corporate Activities) …………………… 217 （%）
100 100
Air Quality ……………………………………………………… 223
95 90.1 34.8％
reduction
Resource Dependency: Achievements in Reuse ……… 225 90
Resource Dependency (Facility Waste) ………………… 226 85

77.7
Water Resource Management ……………………………… 228 80
73.2
75 70.1
Strengthening Our Business Foundations 67.6 67.4
70
to Address Environmental Issues…………………………… 229
65 66.6 67.0 65.2
Material Balance ……………………………………………… 232
60
Environmental Conservation Cost ………………………… 232 2000 2005 2012 2013 2014 2015 2016 2017 2018 2019 （FY）
Estimates (as of July 2020) have been used for the FY2019 actuals for CO2, VOC, industrial
In fiscal 2019, CO2 emissions in Nissan s main markets of Japan, the U.S.,
waste, and water at European facilities.
Europe, and China were 34.8% lower than fiscal 2000 levels, as measured
by Corporate Average Fuel Economy (CAFE). Especially, improved in China
from 2018 due to EV expansion and fuel consumption improvement.
* Reduction in CO2 emissions calculated by Nissan.

Corporate Average Fuel Economy (CAFE, JC08 Mode) in Japan comparatively heavier models have received more market acceptance which
（km/L）
decreases the CAFE from 28.8 mpg to 27.8 mpg.
24 21.2 22.6 Updated 2018 results on PC to 39.9 from 39.8mpg and LDT to 28.8 from
19.7 20.0 19.7 19.5 20.6
18.2
20
16.3 28.5 due to revision in the official report.
15.3 16.1
16 13.6 14.2 14.0 14.0
CO2 Emission Index from Nissan Vehicles in Europe*

12
4 （g-CO2/km） In 2019, average CO2 emission in

150
0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 （FY） Europe was improved by 1g due
In fiscal 2019, mainly due to strong sales of the Serena e-POWER and new 140
to EV mix increase and heavier
DAYZ, the average fuel economy improved to 22.6 km/L. This represents an models mix decrease.
improvement of 7% compared to fiscal 2018. Provisional values determined 130
by Nissan are used.

120 115 117 117 115 114
110 2015 2016 2017 2018 2019（CY）

Corporate Average Fuel Economy (CAFE)
in the United States *2018 result was updated.
（mpg） Corporate Average Fuel Consumption in China

50
39.1 40.0
41.9 40.6 39.8 39.9 41.4
（L/100km） In 2019, fuel economy for
40 33.7 34.0 34.1 35.2
32.0 32.2
28.2 29.2 28.0 28.5 29.7 29.4 29.5 30.1 29.1 28.8 12 domestically produced and
30
26.2
22.9 23.1
25.7 24.9 24.8 24.4 27.1
27.5 27.8
Import
20.8 20.7 20.7 21.7 21.2 21.7 21.9
9.2 9.3
20 10 8.2 imported vehicles improved
8.0 7.9
10 8 6.9 6.7 6.6 6.3 approximately 8% and 1%,
0 Domestic 5.8 respectively. The incremental
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 （FY）
6
Production
introduction of EVs and fuel
PC LDT
4
In fiscal 2019, sales resulted in a CAFE of 41.4 mpg for passenger cars, the consumption improvement for
2
same performance observed for fiscal 2018. In the light-duty truck segment, ICEs are the main factor for
0 2015 2016 2017 2018 2019（CY） domestic production models.

Revenue, Global Sales Volume and Production Volume Data

（¥ billion）（k unit）（k unit）
FY2018 FY2019 FY2018 FY2019 FY2018 FY2019

Revenue*1 12,968.7 11,217.6 Global Production
Global Sales Volume*2 5,516 4,930 5,362 4,757
Volume*2
Japan 596 534 Japan 901 758

North America 1,897 1,620 North America*3 1,587 1,340
Europe 643 521 Europe*4 661 508
Asia 1,888 1,821 Asia*5 2,046 1,991
Other 492 434 Other*6 167 160
*1 Management pro-forma basis (includes Chinese joint ventures in proportionate consolidation). *4 Production in the U.K., Spain, Russia and France.
*2 Global sales volume and global production volume for China and Taiwan consider values from *5 Production in Taiwan, Thailand, Philippines, Indonesia, China, India and South Korea.
January to December. *6 Production in South Africa, Brazil, Egypt and Argentina.
*3 Production in the U.S. and Mexico.
Powertrain Type Ratios (Shipment-Based)

Gasoline-powered Diesel-powered Natural-gas drive
Unit vehicles vehicles
e-POWER vehicles Electric vehicles Hybrid drive vehicles
vehicles
Japan ％ 63.7 2.4 21.5 3.2 9.2 0.1
North America ％ 98.7 0.4 0 0.9 0.1 0
Europe ％ 67.7 24.1 0 8.2 0 0
Other ％ 91.3 7.4 0 0.8 0.5 0

Global ％ 87.8 6.4 2.5 1.9 1.3 0

EVs The Xtronic Transmission
EV and e-POWER Vehicle Sales ICE with CVT* Sales

（k unit）（M unit） In fiscal 2019, we sold 2.7 million
240 217 3.5 3.2 3.1 additional Xtronic CVT vehicles,
204 2.9 3.0
210 3.0 2.7 bringing the cumulative total to
180 151 2.5 29.7 million.
150
108 2.0
120
1.5
90
53 1.0
60
30 0.5
0 2015 2016 2017 2018 2019（FY） 0 2015 2016 2017 2018 2019（FY）
*Includes the sale of EVs by joint ventures in China. *CVT: Continuously Variable Transmission
Hybrids
Hybrid Units Shipped

（k unit）
120 116
102
95
100
81
80
62
60
40
20
0 2015 2016 2017 2018 2019（FY）

GRI305-1 GRI305-2 GRI305-4 GRI305-5
Climate Change (Corporate Activities)

Energy Input （FY）（FY）
Unit 2015 2016 2017 2018 2019 Unit 2015 2016 2017 2018 2019
Total MWh 9,683,528 10,189,082 9,532,840 9,252,737 8,443,465 External
By region Electricity

(purchased)
MWh 4,979,114 5,247,663 4,755,897 4,711,467 4,445,380
Japan 4,115,353 4,497,562 4,084,912 3,700,532 3,522,281 Renewable

MWh
energy*1
MWh 141,076 157,226 133,212 135,574 153,773
North America 2,583,613 2,643,303 2,452,299 2,570,438 2,269,797 Chilled

MWh
water
MWh 12,116 12,919 6,661 7,487 7,025
Europe 1,107,279 1,093,103 1,126,186 1,048,201 838,714 Heated

MWh
water
MWh 4,630 4,690 5,000 5,000 5,000
Other MWh 1,877,283 1,955,115 1,869,443 1,933,566 1,812,673 Steam MWh 100,000 136,593 128,038 102,324 126,811
By energy source Internal
Primary Electricity
(in-house MWh 9,423 11,847 14,609 13,214 12,164
generation)
Natural gas MWh 3,346,141 3,537,674 3,701,640 3,579,998 3,126,933
Renewable
energy*2
MWh 9,423 11,847 14,609 13,214 12,164
LPG MWh 303,826 249,426 179,945 191,405 175,996
Coke MWh 206,307 217,431 218,618 200,527 172,500 Total renewable MWh 150,499 169,073 147,821 148,788 165,937
energy
Heating oil MWh 188,943 209,232 147,522 113,200 91,315

*1 Volume of renewable energy in electricity purchased by Nissan.
Gasoline MWh 302,564 303,040 299,000 259,045 241,010 *2 Volume of renewable energy generated by Nissan at its facilities and consumed for its own
purposes.
Diesel MWh 55,099 57,488 48,259 53,074 23,044
Heavy oil MWh 34,289 43,853 27,652 15,995 16,287

GRI302-1 GRI302-3 GRI302-4
Global Energy Consumption Energy per Vehicle Produced

（MWh）（MWh/vehicle） In fiscal 2019, energy per
10,189,082 3.0
9,683,528 vehicle produced was 1.78MWh
9,532,840
10,000,000
9,252,737
8,443,465
2.5 increased by 3.3％ compared to
1.86 1.80 1.78 fiscal 2018.
4,497,562 2.0 1.68 1.73
8,000,000 4,115,353 4,084,912 3,700,532
3,522,281 Japan 1.5
6,000,000 1.0
2,583,613 2,643,303 2,452,299 2,570,438 0.5
North
4,000,000 2,269,797
America
0.0 2015 2016 2017 2018 2019 （FY）
1,107,279 1,093,103 1,126,186 1,048,201 838,714 Europe
2,000,000
1,877,283 1,955,115 1,869,443 1,933,566 1,812,673 Other
Data for the Japan region includes the manufacture of powertrains and
0
2015 2016 2017 2018 2019 （FY） other components for overseas assembly. Since the denominator is vehicles
produced in the region, this tends to result in higher values for Japan.
The total energy consumption of our global corporate activities during fiscal
2019 was about 8.443 million MWh, a 9％ decrease from fiscal 2018. This By region Unit 2019
reduction was primarily due to the promotion of energy-saving activities at Japan MWh/vehicle 4.70
facilities and a decline in total production volume. Production sites globally North America MWh/vehicle 1.69
accounted for 7.486million MWh* of total energy consumption.
Europe MWh/vehicle 1.65
Other MWh/vehicle 0.84
see here.
>>> P100

GRI302-1 GRI302-3 GRI302-4
Energy per Revenue Carbon Footprint

(FY)
（MWh/million ￥） In fiscal 2019, global Nissan Unit 2015 2016 2017 2018 2019
1.2 facilities saw energy per revenue Scope 1 t-CO2 926,790 963,661 912,476 889,444 765,370
1.0 result of 0.76 MWh, increased by
0.79 0.76
0.8 0.72 0.72 0.71 20% from 2018. We are taking Scope 2 t-CO2 2,547,951 2,614,028 2,394,109 2,339,883 2,173,236
0.6 ongoing steps toward decoupling

Scope 1+2 t-CO2 3,474,741 3,577,689 3,306,584 3,229,327 2,938,606
financial capital generation from
0.4
energy use.
0.2 Japan t-CO2 1,479,572 1,579,089 1,333,335 1,208,303 1,142,233
0.0 2015 2016 2017 2018 2019 （FY）

North America t-CO2 800,724 823,340 683,332 738,234 607,605
Europe t-CO2 208,088 176,285 228,998 221,692 182,973
Other t-CO2 986,359 998,976 1,060,920 1,061,098 1,005,794
Scope 3 t-CO2 144,145,000 150,462,000 213,715,000 203,106,900 173,138,601
In fiscal 2019, the total of Scope 1 and 2 emissions was 2.939 million tons.
Total CO2 emissions from manufacturing processes were 2.408 million tons
(Scope 1 emissions: 0.670 million tons; Scope 2 emissions: 1.738 million
tons).*
see here.
>>> P100

Corporate Carbon Footprint per Vehicle Sold Manufacturing CO2 per Vehicle Produced
％
100 In fiscal 2019, overall corporate （t-CO2/vehicle） In fiscal 2019, our manufacturing
100 emissions were reduced by 0.8 0.73 CO2 emissions per vehicle
77.7 34.0％ compared to fiscal 2005, produced were 0.51 tons, 30.1％
80 70.8 68.6 66.0 0.6 0.53 0.50 0.51
representing steady progress 0.49 less than fiscal 2005.
60
toward our fiscal 2022 goal. 0.4
40
0.2
20
0 2005 2016 2017 2018 2019（FY） 0.0 2005 2016 2017 2018 2019 （FY）
Carbon Footprint of Manufacturing Activities Scope 1 and 2 Emissions per Revenue

（1,000t-CO2）（t-CO2/million ￥） In fiscal 2019, CO2 emissions
3,138
2,824 0.35 from our global operations
3,000 2,610
2,426 0.28
2,418 0.30 0.26 0.26 were 0.26 ton per ¥1 million of
0.25 0.25
0.25 revenue.
2,000
0.20
0.15
1,000 0.10
0.05
0 2005 2016 2017 2018 2019 (FY) 0.00 2015 2016 2017 2018 2019 （FY）
* Value in 2018 was corrected.

Logistics Volume CO2 Emissions from Logistics

(FY) (FY)
Unit 2015 2016 2017 2018 2019 Unit 2015 2016 2017 2018 2019
Total mil ton-km 35,546 39,930 35,635 34,903 28,288 Total t-CO2 1,598,891 1,926,477 1,567,248 1,482,982 1,144,338
Inbound mil ton-km 11,221 10,634 9,699 10,164 8,083 Inbound* t-CO2 797,034 809,088 739,610 762,314 582,957
Outbound mil ton-km 24,325 29,296 25,935 24,739 20,205 Outbound* t-CO2 801,857 1,117,389 827,638 720,667 561,381
Sea ％ 60.1 60.9 57.6 60.9 63.8 Sea ％ 18.3 17.8 20.0 19.9 21.1
Road ％ 26.5 24.8 25.9 23.3 23.0 Road ％ 65.7 62.1 64.6 60.3 64.1
Rail ％ 13.0 14.0 16.1 14.9 12.7 Rail ％ 5.4 5.6 7.0 6.7 5.9
Air ％ 0.3 0.4 0.4 0.9 0.6 Air ％ 10.6 14.5 8.4 13.1 8.9
* Inbound includes parts procurement from suppliers and transportation of knockdown parts;
Outbound includes transportation of complete vehicles and service parts.
* Value in 2016 were corrected after recalculation.
In fiscal 2019, global shipping decreased by around 19% compared to the

previous fiscal year, to 28,288 million ton-km. We continue to strengthen our In fiscal 2019, CO2 emissions from logistics were 1,144,338 tons, down
efforts to reduce shipping by upsizing trucks, improving truck loading rates, approximately 23％ from the previous fiscal year. A substantial contribution
improving the fuel economy of car-transporting ships and shifting to rail and to the reduction of overall CO2 emissions was made by production volume
sea shipping. decrease and reduction of air shipping.

(FY)
CO2 Emissions per Vehicle Transported Category Unit 2019
（t-CO2/vehicle） In fiscal 2019, CO2 emissions per 1.Purchased goods & services kt-CO2 15,620
0.5 vehicle transported were 0.38 2.Capital goods kt-CO2 994
0.43
0.39 0.38 0.38 3.Fuel- and energy-related activities kt-CO2 358
0.4 0.37 tons,
4.Upstream transportation &
0.3 kt-CO2 583
distribution
0.2 5.Waste generated in operations kt-CO2 171
0.1 6.Business travel kt-CO2 221
7.Employee commuting kt-CO2 238*
0.0 2005 2016 2017 2018 2019 (FY)
8.Upstream leased assets kt-CO2 0
9.Downstream transportation &
kt-CO2 760
distribution
10.Processing of sold products kt-CO2 8
GRI305-3
11.Use of sold products kt-CO2 153,428*
12.End-of-life treatment of sold
kt-CO2 369
Scope 3 Emissions by Category products
We conducted a study based on the Corporate Value Chain (Scope 3) 13.Downstream leased assets kt-CO2 389
Accounting and Reporting Standard from the GHG Protocol and found that 14.Franchises kt-CO2 0
about 90% of Scope 3 emissions were from the use of sold products. 15.Investments kt-CO2 0
Total 173,139
see here.
>>> P100

GRI305-7
Carbon Credit Air Quality

Nissan Motor Iberica, S.A. in Barcelona and Cantabria, Spain, entered EU- Emissions
ETS, and the verified allowance earned for fiscal 2019 was 38,845 tons.
In fiscal 2019, NOx and SOx emissions from Nissan facilities in Japan were
380 tons and 14 tons respectively. both NOx and SOx reduced due to
production volume decrease in 2019.
Employee Commuting CO2 Emissions （FY）
Unit 2015 2016 2017 2018 2019

Public transportation
NOx ton 450 430 619 418 380
12%
SOx ton 37 31 36 34 14
Private car
88% Volatile Organic Compounds (VOCs)
In fiscal 2019, VOCs from manufacturing plants were 6,465 tons globally,
a reduction from fiscal 2018. We actively continue to promote activities to
reduce VOCs, such as switching to materials including water-based paints.
In fiscal 2013, Nissan introduced a companywide CO2 reduction plan for car （FY）
commuting employees in Japan. This plan encourages car commuters to Unit 2015 2016 2017 2018 2019
shift from internal combustion engine vehicles to electric vehicles. For fiscal Total ton 10,820 11,933 10,564 8,433 6,465
2019, CO2 emissions from car commuting in Japan were approximately 28
kton*, or 2.6 ton-CO2 /vehicle annually. Japan ton 2,850 3,580 3,232 2,188 2,016
North
America ton 5,309 4,851 4,284 3,847 3,135
* Calculated by using the parameters below together with vehicle homologation data:
- Average car commuting range (Japan): 9,227 km/vehicle-year Europe ton 2,661 3,502 3,048 2,397 1,315
- CO2 emission factor for gasoline-powered vehicles (National Greenhouse Gas Inventory
Report of Japan [2009]): 0.33 kg-CO2e/km * Value in 2017 and in 2018 were corrected after recalculation.
- CO2 emission factor for electricity (Tokyo Electric Power Company [FY2018]): 0.000455
t-CO2 /kWh
- Employees of Nissan offices and manufacturing plants in Japan, fiscal 2018

VOCs per Vehicle Produced Released Substances Designated by PRTR Law (Japan)*
（Kg/vehicle） In fiscal 2019, VOCs per vehicle In fiscal 2018, released substances designated by the PRTR (Pollutant
4.0 produced were 1.36 kg. Release and Transfer Register) Law in Japan were 3,914 tons, decrease
3.5 from fiscal 2017.
3.0 （FY）
2.5 2.08 2.11 Unit 2014 2015 2016 2017 2018
1.97 1.9
2.0
1.5
1.36 Japan site total ton 3,879 4,129 4,472 4,422 3,914
1.0 Oppama ton 402 488 872 796 715
0.5
0.0 2015 2016 2017 2018 2019 （FY）
Tochigi ton 1,317 1,435 1,179 920 655
Kyushu ton 1,152 1,173 1,406 1,697 1,573
（FY） Yokohama ton 547 531 545 559 539
By region Unit 2019
Iwaki ton 114 132 144 62 54
Japan kg/vehicle 2.66
NTC ton 347 370 325 388 378
North America kg/vehicle 2.34
* The table shows chemical substance emissions calculated based on the Japanese government
Europe kg/vehicle 2.59 PRTR guidelines. PRTR emissions show total volume excluding substances adherent to the
product.

GRI301-2 GRI301-3
PRTR Emissions per Vehicle Produced (Japan) Resource Dependency: Achievements in Reuse
（kg/vehicle） In fiscal 2018, PRTR emissions
4.84
5.0 4.45 4.40 4.48 4.35 per vehicle produced in Japan Proper Use of Regulated Chemical Substances
4.0 were 4.35 kg, a decrease from
(Substances) 4,043 4,069Nissan revised its standard
fiscal 2017. 3,912
3.0 4,000 for the assessment of hazards
3,500
and risks in the Renault-Nissan
2.0
3,216 3,216 Alliance, actively applying
3,000
1.0 restrictions to substances not
2,500
0.0
yet covered by regulations
2014 2015 2016 2017 2018 （FY）
2,000 but increasingly subject to
1,500 consideration around the
1,000 2015 2016 2017 2018 2019 (FY) world. As a result, the number
of substances covered by the
Nissan Engineering Standard in fiscal 2019 rose to 4,069. These steps are
thought to be necessary for future efforts in the repair, reuse, remanufacture
and recycle loop for resources.
For more information on chemical substances governance.

>>> P102
Recycled Plastic Usage in Vehicle

We are making efforts to expand the use of recycled plastic in our vehicles,
as well as developing technologies for this. Recycled plastic use in fiscal
2019 was 11%, based on the rate achieved by our best-selling model in
Europe.

GRI306-2
Automotive Shredder Residue to Landfill Ratio Resource Dependency (Facility Waste)

After removing ferrous and nonferrous metals from ELVs, in accordance with Waste
the End-of-Life Vehicle Recycling Law in Japan, the ratio of ASR taken to
landfills for final disposal was zero in fiscal 2019 as same as 2018 s result. Waste generated globally in fiscal 2019 amounted to 188,556 tons, a slight
This was achieved by enhancing recycling capability through the acquisition decrease from 206,645 tons in fiscal 2018. Waste generated globally from
of additional facilities that comply with the law. production sites in fiscal 2019 was 184,573 tons.*
see here.
Material Ratio >>> P100
In 2019, ferrous metals accounted for 61% of the materials used in our （FY）
automobiles by weight. Nonferrous metals made up another 12% and resins Unit 2015 2016 2017 2018 2019
15%, with miscellaneous materials making up the final 13%. To further Total ton 159,345 158,939 152,674 206,645 188,556
reduce our use of natural resources, we are advancing initiatives to expand
By region
the use of recycled materials in each of these categories.
Japan ton 63,630 61,115 61,327 69,829 63,315
North America ton 49,129 45,459 35,177 64,514 57,762

Recovered Bumpers
（parts / year）
Europe ton 37,204 41,110 45,268 49,662 48,187
Number of parts recovered
Recovery rate
250,000
82.4% Other ton 9,382 11,255 10,903 22,639 19,291
79.3% 80.0%
200,000 77.5%
166,000 164,800 67.9% By treatment method
164,000 162,000
150,000 122,000 Waste for
ton 11,355 8,707 8,041 7,231 6,414
100,000 disposal
50,000
Recycled ton 147,990 150,231 144,633 199,414 182,141
0 2015 2016 2017 2018 2019（FY）

Waste per Vehicle Produced Waste for Disposal per Vehicle Produced
（kg/vehicle） In fiscal 2019, waste per vehicle （kg/vehicle） In fiscal 2019, we reduced the
60 produced slightly increased to 10 volume of waste for disposal to
50 39.64kg. 8 a total of 1.35 kg per vehicle
38.54 39.64
40 produced as same level of
30.63 6
30
28.11 26.92 2018 s.
4
20 2.18
1.54 1.42 1.35 1.35
10 2
0 2015 2016 2017 2018 2019 （FY） 0 2015 2016 2017 2018 2019 （FY）
（FY）
地域別 Unit 2019

Japan kg/vehicle 83.53
North America kg/vehicle 43.11
Europe kg/vehicle 94.86
Other kg/vehicle 8.97

GRI303-1 GRI303-3 GRI303-4
Water Resource Management Cleaner Effluent Through Wastewater Treatment

Water Input for Corporate Activities Nissan thoroughly processes and is promoting activities to reduce
wastewater at its various plants.
In fiscal 2019, water input for corporate activities was 23,714 km³, a 10% （FY）
decrease compared with the fiscal 2018 level. Water input from production 単位 2015 2016 2017 2018 2019
sites was 22,613,338 m³.* Total 1,000m³ 20,680 20,516 17,410 17,345 15,512
see here.
>>> P100
Japan 1,000m³ 12,976 12,681 10,376 10,472 9,438
North
America 1,000m³ 3,916 4,028 3,382 3,190 2,752
Europe 1,000m³ 1,740 1,767 1,564 1,539 1,528
（FY） Other 1,000m³ 2,048 2,040 2,088 2,143 1,794
Unit 2015 2016 2017 2018 2019 Quality
Total 1,000m³ 28,570 29,118 26,197 26,420 23,714
Chemical
oxygen
Japan 1,000m³ 14,990 15,563 13,115 13,022 11,932 demand kg 28,042 29,730 26,451 21,149 18,795
(COD)
North Japan only
America 1,000m³ 5,427 5,483 4,905 4,930 4,776
Europe 1,000m³ 2,330 2,299 2,155 2,093 1,798
Other 1,000m³ 5,823 5,774 6,023 6,376 5,207

GRI303-4 GRI306-1
Water Discharge from Corporate Activities (Per Vehicle Strengthening Our Business Foundations to
Produced) Address Environmental Issues
In fiscal 2019, water discharge
(㎥/vehicle)
per vehicle produced was 3.26
Global Top Selling Model s Lifecycle Improvements
10
m³, which was a 1% increase We have been expanding the application of the LCA method and enhancing
8
compared to fiscal 2018. the understanding of the environmental impact of our products in
6 quantitative terms, especially our best-selling models worldwide. LCAs have
3.97 3.63
4 3.07 3.23 3.26 been conducted for over 90% of these models.
2
LCA Conducted Product Ratio in Sales Volume (EU Market)
0 2015 2016 2017 2018 2019 (FY)
（FY）
Small March/Micra Note Pulsar Juke NV200/NV200 Vanette
By region Unit 2019

Lower Medium Qashqai Rogue/X-Trail Frontier/Navara/NP300
Japan m³/vehicle 12.45
94%
North America m³/vehicle 2.05 Upper Medium Skyline
Europe m³/vehicle 3.01

Executive Q70
Other m³/vehicle 0.83
Electric Vehicle Nissan LEAF e-NV200
Data for the Japan region includes the manufacture of powertrains and
other components for overseas assembly. Since the denominator is vehicles
produced in the region, this tends to result in higher values for Japan.

With the Altima and Rogue, for example, improvements in internal LCA Comparison for e-POWER Models
combustion engine efficiency and vehicle weight reduction have led to both
Nissan introduced its new e-POWER powertrain in 2016, marking another
enhanced safety features and lower CO2 emissions.
significant milestone in the electrification strategy with lifecycle emission
improvements.
Compared to their gasoline-powered counterpart models, the Note
（%）（%）
e-POWER and Serena e-POWER have achieved 18% ̶27% reductions in
100 100
CO2 emissions.
80 80
60 60
（%）（%）
100 100
40 40
80 80
20 20
60 60
0 Previous model Current model 0 Previous model Current model
Juke＊1 Rogue (X-Trail)＊2 40 40
20 20
＊1
＊2
0 Same class e-POWER 0 Same class e-POWER
gas-powered vehicle gas-powered vehicle
Note Serena
Production in Japan, 100,000 km driven in Japan (basis for comparison).

LCA Comparison for the New Nissan LEAF Lifecycle Improvements Beyond Climate Change
Compared to conventional vehicles of the same class in Japan, the Nissan Emissions Improvement in the New Serena e-POWER over Its
LEAF results in approximately 32% lower CO2 emissions during its lifecycle.
Lifecycle
We are making efforts to reduce CO2 emissions during EV production by
CO2
improving the yield ratio of materials, using more efficient manufacturing 100%
processes and increasing the use of recycled materials. 80%
NMVOC 60%
73%
CH4
40%
86%

81%
20%
（%） 0%
100
89% 84%
SO2 N2O
80 ■ Production & logistics 83%
■ Fuel & electricity production

60 ■ Usage
■ Maintenance NOx
■ ELV
40 Conventional
Production in Japan, e-POWER
20 100,000 km driven in Japan
(basis for comparison).
100,000 km driven in Japan.
0 Same class Nissan LEAF
gas-powered vehicle
Nissan is expanding the scope of LCAs to include not just greenhouse

gases but also a variety of chemicals amid growing societal concerns over
air quality and ocean acidification and eutrophication. Our calculations show
that, compared to conventional gasoline engines, the Serena e-POWER is
significantly more environmentally friendly, achieving 11% ̶27% emission
reductions for all targeted chemical substances and achieving environmental
benefits throughout its lifecycle.

Material Balance Environmental Conservation Cost

（FY）
Input （FY） 2018 2019
Unit 2019 Unit Investment Cost Investment Cost
Raw materials ton 5,818,699 Total mil ¥ 3,790 171,245 2,538 183,578
Energy MWh 8,481,499 Business area mil ¥ 20 1,775 15 1,790
Renewable energy MWh 154,606 Upstream/
mil ¥ 0 706 0 639
downstream
Water withdrawal 1,000m³ 23,714 Management mil ¥ 0 8,041 0 8,973
Output （FY）
R&D mil ¥ 3,770 160,263 2,523 172,011
Unit 2019 Social activities mil ¥ 0 308 0 146
Vehicles produced Damage repairs mil ¥ 0 153 0 19

（FY）
Global production volume k unit 4,757
Unit 2018 2019
CO2 emissions t-CO2 2,962,403
Total mil ¥ 8,262 6,207
Water discharge 1,000m³ 15,512
Cost reduction mil ¥ 372 540
Emissions
Profit mil ¥ 7,890 5,667
NOx ton 380
* All environmental costs are based on the guidelines provided by Japan s Ministry of the
SOx ton 14 Environment, and calculated for activities in Japan only.
VOC ton 6,465

Waste
For recycling ton 193,229
For final disposal ton 6,914

Social Data
Employee Data （FY） Number of unionized employees*4 25,377 25,789 26,316

314 320 325
2017 2018 2019 Number of female managers Ratio
10.7 10.4 10.1
Nissan Motor Co., Ltd. (%)
22,272 22,791 22,717 82 79 80
- Female general and higher-level
Number of employees Male 19,908 20,269 20,100 managers Ratio
8.2 7.6 7.4
Female 2,364 2,522 2,617 (%)
42.5 41.8 41.4 2 2 2
Number of female corporate
Average age (years) Male 43.0 42.0 41.8 officers Ratio
3.8 4.1 4.1
(%)
Female 38.1 38.2 38.3
0 1 2
19.4 18.4 17.7
Number of female board members Ratio
Average length of service (years) Male 20.0 18.9 18.1 - 12.5 16.7
(%)
Female 14.2 14.3 13.9
0 0 0
5.4 6.2 6.6 - Female board members (internal) Ratio
Employee turnover rate (%)*1 Voluntary - - -
1.3 2.0 3.1 (%)
leave
0 1 2
Average annual salary (yen)*2 8,184,466 8,154,953 8,102,672 - Female board members
(external) Ratio
Disabled employment ratio (%) 2.08 2.30 2.22 - 33.3 28.6
(%)
255 380 386 0 0 1
Number of employees taking
Male 29 40 51 Number of female auditors Ratio
parental leave - - 20
Female 226 340 335 (%)
Male employee parental leave 684 815 738
4 6 5
acquisition rate (%)*3 Number of new graduates hired Male 558 651 614
95.2 97.3 95.6 Female 126 164 124
Ratio of returnees from parental
Male 100 100 97.2 *1 Employee turnover rate includes retirement.
leave (%)
Female 94.5 96.7 95.2 *2 Average annual salary for employees includes bonuses and overtime pay.
13 6 7 *3 Ratio of male employees taking parental leave:
Number of employees taking
Male 8 4 3 (Numerator) Number of male employees who take parental leave at least 1 day in the year.
nursing care leave
Female 5 2 4 (Denominator) Number of male employees whose spouses give birth in the year.
Days of paid holiday taken 19.0 19.0 19.5 *4 Number of unionized employees includes full-time employees, Senior Partners (reemployment
Taken paid holiday ratio (%) 97 97 99 after retiring) and contract employees. Number of unionized employees includes those of
Average overtime hours/month 22.1 23.9 24.16 Nissan Motor Kyushu.

GRI102-7 GRI405-1
Consolidated Basis （FY） Diversity and Inclusion

2017 2018 2019
Ratio of Women in Management Positions
Consolidated
Consolidated number of 138,910 ↓ 138,893 ↓ 136,134 ↓

employees* (19,924) (19,240) (22,761) 13.9
Japan 59,431 58,966 58,134
North America 36,080 36,594 36,148
10.1
Europe 16,807 16,119 14,824 （7.4% general manager or higher）
Asia 20,807 20,872 21,023

Other countries 5,785 6,342 6,005
（Year）
* Numbers in brackets represent part-time employees not included in the consolidated number of
（Global）
Nissan （Japan）
Nissan
employees.
Trade union
Most of the company s employees are affiliated with the Nissan Motor
Workers Union, for which the governing body is the All Nissan and General
Workers Unions, and the Japanese Trade Union Confederation (RENGO)
through the Confederation of Japan Automobile Workers Unions. The labor-
management relations of the company are stable, and the number of union
members was 26,316 including those of Nissan Motor Kyushu as of March
31, 2020. At most domestic Group companies, employees are affiliated with
their respective trade unions on a company basis, and the governing body
is the All Nissan and General Workers Unions. At foreign Group companies,
employees rights to select their own trade unions are respected according
to the relevant labor laws and labor environment in each country.

Nissan s Awards for Diversity*

Year Award Sponsor
2019 PRIDE Index: Gold Award work with Pride
Perfect Score (100) in Corporate Equality

2017 Human Rights Campaign (U.S.)
Index (5th straight year)*1
Kanagawa Labor Bureau, Ministry of
2017 Level-three Eruboshi accreditation
Health, Labour and Welfare (MHLW)
2017 Nadeshiko Brand (5th straight year) METI and TSE
2015 Incentive prize, Empowerment Award Japan Productivity Center
2015 Platinum Kurumin Mark Kanagawa Labor Bureau, MHLW
Prize for excellence, 15th Telework Promotion

2015 Japan Telework Association
Awards
Japan s Minister of State for Special Missions
Gender Equality Bureau, Cabinet
2015 Prize, Advanced Corporation Awards for the
Office
Promotion of Women
DiversityInc Top 25 Noteworthy Companies
2014 DiversityInc (U.S.)
for Diversity & Inclusion*2
2013 Diversity Management Selection 100 METI
2013 Grand Prize, J-Win Diversity Awards J-Win
2008 Catalyst Award Catalyst Inc. (U.S.)
In the United States, Nissan has also received awards other than those listed above.
*1, *2 Awarded to NNA.

Society
Individuals ESG Highlights to the SDGs
Environmental Social Vehicles Governance ESG Data Editorial Policy GRI Content Index Quick Guide For Investors
Traffic Safety Key Achievements for Nissan Safety Technology

Fatalities per 10,000 Nissan Vehicles In January 2015, we expanded Intelligent Emergency Braking to more
models. By the end of fiscal 2015, the technology was available on nearly all
Japan
Fatalities per 10,000 Nissan
Vehicles
U.S.
Vehicles
U.K.
Vehicles
vehicle categories sold in Japan, including electric vehicles and commercial
vehicles, and standard on all major models. In North America, it is now
standard on several models including the Pathfinder, Altima and Rogue.
In Europe, it is available on the Juke, X-Trail, Qashqai, Micra and other key
models.
Our vehicles have earned high safety ratings on many public and
governmental tests held in various regions.
Virtually Virtually Virtually
zero zero zero In particular in Japan, the Serena minivan received a perfect score and
Source: Institute for Traffic Accident Source: Fatality Analysis Reporting System Source: STATS19 data, U.K. the Nissan Dayz received the highest score for a kei minicar in JNCAP s
Research and Data Analysis Department for Transport
Active Safety Assessment for fiscal 2019. The assessment has added a
rigorous test of the autonomous emergency braking system for pedestrians
at night to simulate driving on roads without streetlights. In addition, through
fiscal 2019, 13 major models featuring Intelligent Emergency Braking were
approved under the Advanced Emergency Braking System certification
launched by the Ministry of Land, Infrastructure, Transport and Tourism in
fiscal 2018.

GRI404-1
Major External Safety Ratings (Based on 2019 Assessments) Human Resource Development
Regions External Assessments Models Rating
Training Program Achievements at Nissan Motor Co., Ltd.
Collision Safety
5★ Performance Indicators for
Performance Nissan Dayz FY2017 FY2018 FY2019
(Highest rating) Training Programs
Assessment
Preventive Safety Nissan Dayz (highest score for a
ASV+++ Number of learners 171,949 241,674 263,240
Japan JNCAP*1 Performance kei minicar)
(Highest rating)
Assessment Serena (perfect score)
Automatic Accident
SOS+ Total hours of training 689,536 482,103 590,696
Emergency Call Nissan Dayz
(on-board type)
System Assessment
INFINITI QX60, INFINITI QX50,

5★ Hours per learner 30.6 21.5 26.0
Overall Rating
Murano, Altima, Pathfinder,
(2020 model
Maxima, Sentra Learner satisfaction (out of 5) over 4.2 over 4.2 over 4.2
year)
NCAP*2
4★
INFINITI QX80, Armada, Overall Rating
Investment per employee (¥) 73,000 86,000 90,000
U.S. Frontier (Crew Cab), Rogue (2020 model
year)
2020 Top
Maxima
Safety Pick+
IIHS*3
2020 Top
Altima
Safety Pick
Europe Euro NCAP Juke 5★
China C-NCAP Sylphy 5★
*1 JNCAP: The Japan New Car Assessment Program. An automobile assessment program run
by the Ministry of Land, Infrastructure, Transport and Tourism and the National Agency for
Automotive Safety and Victims Aid (NASVA).
*2 NCAP: The U.S. National Highway Traffic Safety Administration s New Car Assessment
Program.
*3 IIHS: The U.S. Insurance Institute for Highway Safety.

GRI201-1 GRI203-2
Contributing to Local Communities Breakdown of FY2019 Social Contributions (Nissan Global)
Social Contribution Achievements in FY2019 Philanthropic

activities
Monetary
donations
In-kind
donations Sponsorships,
etc. Total
(cash equivalent)
Global social contributions (FY2019): ¥1.61 billion Amount
(¥ million) 549 741 60 264 1,614
Social contributions include:
% of total 34.0 45.9 3.7 16.4 100
・Expenses for implementing philanthropic activities (excluding labor costs)

Disaster Contribution in FY2019
・Monetary donations and NPO membership fees for philanthropic purposes
・Cash equivalents of in-kind donations Wide-area power
• To supply power to areas suffering outages,
Nissan Motor Co., Ltd. provided 53 Nissan
・Sponsorship fees for philanthropic initiatives outages caused
LEAF electric vehicles with portable power
by Typhoon Faxai
stations to local government authorities and
(Japan)
welfare facilities, etc.
• ¥10 million donation from Nissan Motor Co.,

Ltd. to Japan Platform
• Donation from employees of Nissan Motor
Co., Ltd. plus matching donation from the
company to Japan Platform
Torrential rains from • Nissan Motor Co., Ltd. lent out 68 vehicles
Typhoon Hagibis to the disaster-struck area and dispatched
Donations (Japan) employee volunteers to Iwaki City (275
for disaster relief volunteers in total)
• Nissan Motor Co., Ltd. and dealership lent
out four Nissan LEAF to the volunteer
center for disaster relief in Nagano to supply
electricity
Volcano eruption • Donation from Nissan Philippines (NPI) of
(Philippines) three Navara
• Donation of 5 million RMB and 100,000

Novel coronavirus
masks from Nissan Motor Co., Ltd., Nissan
(COVID-19) outbreak
(China) Investment (NCIC) and Dongfeng
(China)
Motor Co., Ltd.
Tornado in • Donation of $150,000 to the American Red

Tennessee (U.S.) Cross from Nissan North America (NNA).

GRI102-22 GRI405-1
Governance Data Status of Attendance at Meetings of the Board of Directors and

Committees in Fiscal 2019 (June 2019 through March 2020)
Overview of Corporate Governance (as of March 31, 2020) Number of times Board of Directors 11
meetings were convened
Organization form Company with three statutory committees Board of Directors
Average attendance ratio per meeting 99％
Chairperson of the Board of Directors Independent outside director
Number of times Nomination Committee 9
Number of directors 12 meetings were convened
Nomination
Committee
Number of independent outside directors 7 Average attendance ratio per meeting 96％
Number of female directors 2 Number of times Compensation Committee
meetings were convened 13
Chairperson of the Nomination Committee Independent outside director Committee Compensation
Committee
Number of directors 6
Number of times Audit Committee meetings 10
Number of independent outside directors 5 were convened
Audit
Number of female directors 1 Committee
Chairperson of the Compensation Committee Independent outside director
GRI102-27
Number of independent outside directors 4 Skill Matrix of Directors

Number of female directors 2 Composition of Directors
Chairperson of the Audit Committee Independent outside director The role of Nissan s Board of Directors is to decide the fundamental policies
for corporate management from a wide range of perspectives and supervise
business execution by executive officers and others.
Number of independent outside directors 4 The Directors that comprise the Board of Directors are diverse in terms of
Number of female directors 1 nationality and gender. In addition, each individual offers differing expertise
and aims as a whole to achieve active discussion and swift decision-making.
Click here for more information on Corporate Governance.
https://www.nissan-global.com/EN/DOCUMENT/PDF/GOVERNANCE/g_report.pdf

Global Automobile Legal/Risk Finance/ Product/ Sales/

Government Governance CSR
Management Industry Management Accounting Technology Marketing
1 Yasushi Kimura ○ ○ ○ ○ ○
2 Jean-Dominique Senard ○ ○ ○ ○ ○
3 Masakazu Toyoda ○ ○ ○ ○ ○
4 Keiko Ihara ○ ○ ○ ○ ○
5 Motoo Nagai ○ ○ ○ ○ ○
6 Bernard Delmas ○ ○ ○ ○ ○
7 Andrew House ○ ○ ○ ○ ○
8 Jenifer Rogers ○ ○ ○ ○ ○
9 Pierre Fleuriot ○ ○ ○ ○ ○
10 Makoto Uchida ○ ○ ○ ○ ○
11 Ashwani Gupta ○ ○ ○ ○ ○
12 Hideyuki Sakamoto ○ ○ ○ ○ ○
Click here for more information on Corporate Governance.

https://www.nissan-global.com/EN/IR/LIBRARY/GOVERNANCE/

SUSTAINABILITY REPORT 2020 EDITORIAL POLICY

GRI102-46
Nissan publishes an annual Sustainability Report as a way of sharing Scope of the Report GRI102-45 GRI102-50
information on its sustainability-related activities with stakeholders. This

Period Covered: The report covers fiscal 2019 (April 2019 to March
year s report introduces Nissan s sustainability strategy and management
2020); content that describes efforts outside this period is indicated in the
based on Nissan Sustainability 2022, the sustainability strategy adopted
respective sections.
in June 2018, and reviews the results achieved in fiscal 2019 in terms of
Organization: Nissan Motor Co., Ltd., foreign subsidiaries and affiliated
three aspects (important sustainability topics): Environmental, Social and
companies in the Nissan Group.
Governance, or E, S and G for short.
Report themes (important sustainability topics) are selected on the basis
of potential impact on our business activities and level of interest from
stakeholders. Potential impact on our business activities is evaluated Referenced Reporting Guidelines GRI102-54
with reference to previously recognized issues as well as CSR guidelines

This report has been prepared in accordance with the GRI Standards: Core
and trends and global current events inside and outside the automobile
option. We provide specific GRI indicators within the report as well as a GRI
industry. Stakeholder interest is evaluated based on interviews conducted
content index.
as necessary with both internal and external stakeholders and analyses
provided by external consultants.
Date of Previous Report GRI102-51
Sustainability Report 2019, issued September 30, 2019.

Reporting Cycle GRI102-52 For Further Information GRI102-53
Annually since 2004 Nissan Motor Co., Ltd.

Sustainability Development Department
Fax: +81(0)45-523-5740
Email: [email protected]
Third-Party Assurance GRI102-56
For more information on the third-party assurance.

>>> P100
Sustainability Report 2020

Publication Date: September 30, 2020
Forward-Looking Statements GRI102-48
This Sustainability Report contains forward-looking statements on Nissan s

future plans and targets and related operating investment, product planning
and production targets. There can be no assurance that these targets and
plans will be achieved.
Achieving them will depend on many factors, including not only Nissan s
activities and development but also the dynamics of the automobile industry
worldwide, the global economy and changes in the global environment.

Our Related Websites IR

CORPORATE INFORMATION INFO LIBRARY

https://www.nissan-global.com/EN/COMPANY/PROFILE/ https://www.nissan-global.com/EN/COMPANY/LIBRARY/
SUSTAINABILITY PRODUCTS（GLOBAL）
https://www.nissan-global.com/EN/SUSTAINABILITY/ https://www.nissan-global.com/EN/GLOBAL/
ENVIRONMENT PRODUCTS（JAPAN）
https://www.nissan-global.com/EN/ENVIRONMENT/ https://www.nissan.co.jp/
SAFETY
https://www.nissan-global.com/EN/SAFETY/
QUALITY
https://www.nissan-global.com/EN/QUALITY/
CORPORATE CITIZENSHIP
https://www.nissan-global.com/EN/CITIZENSHIP/
TECHNOLOGY
https://www.nissan-global.com/EN/TECHNOLOGY/
ZERO EMISSION
https://www.nissan-global.com/EN/ZEROEMISSION/

GRI CONTENT INDEX

GRI102-55
General Disclosures 102-11

Precautionary Principle or
P025, P032, P057, P175
GRI Reason for Omission / approach
Disclosure Reference
Standard Explanation
Organizational profile 102-12 External initiatives P028, P038, P047, P165
102-1 Name of the organization Outline of Company

102-13 Membership of associations P165
Activities, brands, products, Strategy

102-2 P211
and services
Statement from senior
102-14 P002, P007, P023
decision-maker
102-3 Location of headquarters P211
Key impacts, risks, and P012, P023, P025, P047,
102-15
Facilities in Japan opportunities P049, P057, P112, P190,
102-4 Location of operations
Facilites Overseas Ethics and integrity
Values, principles,
P025, P033, P046, P114,
102-5 Ownership and legal form Outline of Company 102-16 standards, and norms of
P190, P203, P204
behavior
102-6 Markets served P212 Mechanisms for advice and

102-17 P115, P203, P204
concerns about ethics
102-7 Scale of the organization P211, P212, P233, P234 Governance
Information on employees 102-18 Governance structure P017, P191, P192

102-8 P233
and other workers
102-19 Delegating authority P017, P023, P192, P197

102-9 Supply chain P152
Executive-level
Significant changes to the responsibility for economic,
102-10 organization and its supply Not applicable 102-20 P007, P051
environmental, and social
chain topics

GRI Reason for Omission / Communicating critical

Disclosure Reference 102-33 P200
Standard Explanation concerns
Consulting stakeholders on
102-21 economic, environmental, P029 102-35 Remuneration policies P017, P021, P193
and social topics
Composition of the highest P017, P020, P021, P022,

Process for determining Corporate Governance
102-22 governance body and its P191, P192, P193, P195, 102-36
remuneration Report:P2
committees P233, P239
Chair of the highest Stakeholders involvement Corporate Governance

102-23 P017, P023, P191, P192 102-37
governance body in remuneration Report:P2
Nominating and selecting Stakeholder engagement

102-24 the highest governance P017, P020, P191, P193
body
102-40 List of stakeholder groups P029
102-25 Conflicts of interest P198

Collective bargaining
102-41 P233
agreements
Role of highest governance
102-26 body in setting purpose, P032, P190
Identifying and selecting
values, and strategy 102-42 P029
stakeholders
Collective knowledge of
102-27 P019, P032, P239 Approach to stakeholder
highest governance body 102-43 P029
engagement
Evaluating the highest
P017, P022, P023, P032, Key topics and concerns
102-28 governance body s 102-44 P029
P191, P192 raised
performance
Identifying and managing Reporting practice

P012, P014, P035, P047,
102-29 economic, environmental,
P053, P200 Entities included in the
and social impacts
102-45 consolidated financial P241
Effectiveness of risk statements
102-30 P199, P200
management processes
Defining report content and
102-46 P025, P241
Review of economic, topic Boundaries
102-31 environmental, and social P032, P033, P051, P053
topics
102-47 List of material topics P014, P026, P033
Highest governance
102-32 body s role in sustainability P032 Restatements of
102-48 P242
reporting information

GRI Reason for Omission / GRI 201：Economic Performance 2016

Direct economic value
201-1 P178, P238
102-49 Changes in reporting Not applicable generated and distributed
102-50 Reporting period P241 Financial implications P012, P049

and other risks and
201-2
opportunities due to RISK MANAGEMENT AT
102-51 Date of most recent report P241 climate change NISSAN
102-52 Reporting cycle P242 Defined benefit plan

Financial Information as of
201-3 obligations and other
March 31, 2020: P97
retirement plans
Contact point for questions
102-53 P242
regarding the report GRI 203：Indirect Economic Impacts 2016
Claims of reporting in Infrastructure investments

102-54 accordance with the GRI P241 203-1 P012, P063, P175
and services supported
Standards
Significant indirect
102-55 GRI content index P244 203-2 P012, P063, P178, P238
economic impacts
GRI 205：Anti-corruption 2016

102-56 External assurance P100, P242
Operations assessed for
205-1 P202
risks related to corruption
Economic Communication and

training about anti-
GRI Reason for Omission / 205-2 P203
Disclosure Reference corruption policies and
Standard Explanation procedures
GRI 103：Management Approach 2016
GRI 207：Tax 2019
Explanation of the material P025, P152, P154, P156,
103-1
topic and its Boundary P158, P190, P201 207-1 Approach to tax P208
P025, P032, P033, P035, Tax governance, control,

The management approach 207-2 P208
103-2 P152, P154, P156, P158, and risk management
and its components
P190
Stakeholder engagement
Evaluation of the P025, P032, P033, P154, 207-3 and management of P208
103-3
management approach P156, P158 concerns related to tax

Environmental 302-5
Reductions in energy
requirements of products P063, P064, P213
GRI Reason for Omission / and services
GRI 303：Water 2018
GRI 103：Management Approach 2016
Interactions with water as a
P047, P056, P059, P069, 303-1 P099, P228, P232
Explanation of the material shared resource
103-1 P072, P082, P083, P087,
topic and its Boundary
P096 Information unavailable:
Management of water
303-2 We have not collected
discharge-related impacts
P047, P056, P059, P062, the data requested.
The management approach P069, P072, P073, P074,
103-2
and its components P082, P083, P087, P096,
P097, P098, P102 303-3 Water withdrawal P228
P047, P063, P074, P085,

Evaluation of the
103-3 P087, P089, P095, P098, 303-4 Water discharge P228, P229
management approach
P102
GRI 301：Materials 2016 GRI 304：Biodiversity 2016
Materials used by weight or Operational sites owned,

301-1 P232 leased, managed in, or
volume
adjacent to, protected
304-1 P110
areas and areas of high
Recycled input materials
301-2 P089, P225 biodiversity value outside
used
protected areas
Reclaimed products and Significant impacts of

301-3 P089, P225
their packaging materials 304-2 activities, products, and P110
services on biodiversity
GRI 302：Energy 2016
Habitats protected or
304-3 P110
Energy consumption within P075, P079, P218, P219, restored
302-1
the organization P232
IUCN Red List species
Energy consumption and national conservation
302-2 P074 304-4 list species with habitats P110
outside of the organization
in areas affected by
operations
302-3 Energy intensity P218, P219
GRI 305：Emissions 2016
Reduction of energy Direct (Scope 1) GHG

302-4 P075, P079, P218, P219 305-1 P074, P217, P232
consumption emissions

GRI Reason for Omission / GRI 307：Environmental Compliance 2016

Non-compliance with
Energy indirect (Scope 2) 307-1 environmental laws and P103
305-2 P074, P217, P232
GHG emissions regulations
Other indirect (Scope 3) GRI 308：Supplier Environmental Assessment 2016

305-3 P222
GHG emissions
New suppliers that
308-1 were screened using P108, P152, P156
305-4 GHG emissions intensity P074, P217 environmental criteria
Negative environmental
Reduction of GHG
305-5 P074, P085, P217 308-2 impacts in the supply chain P108
emissions
and actions taken
Emissions of ozone- Information unavailable:

305-6 depleting substances We have not collected
(ODS) the data requested. Social
Nitrogen oxides (NOX), GRI Reason for Omission /
sulfur oxides (SOX), Standard Explanation
305-7 P085, P091, P223, P232
and other significant air GRI 103：Management Approach 2016
emissions
GRI 306：Effluents and Waste 2016 P013, P112, P114, P118, P119,
Explanation of the material
103-1 P131, P142, P143, P160,
topic and its Boundary
Water discharge by quality P165, P166, P171, P175
306-1 P098, P099, P229, P232
and destination
P013, P112, P115, P118, P119,
Waste by type and disposal The management approach
306-2 P095, P226, P232 103-2 P131, P142, P143, P160,
method and its components
P165, P167, P171, P175, P176
306-3 Significant spills P103 P013, P116, P121, P133,

Evaluation of the P138, P140, P144, P158,
103-3
management approach P160, P164, P167, P168,
Information unavailable: P171, P173, P178
Transport of hazardous
waste
the data requested.
GRI 402：Labor/Management Relations 2016
Water bodies affected by Information unavailable: Minimum notice periods

306-5 water discharges and/or We have not collected 402-1 regarding operational P233
runoff the data requested. changes

GRI Reason for Omission /

Disclosure Reference Programs for upgrading
employee skills and
404-2 P160
GRI 403：Occupational Health and Safety 2018 transition assistance
programs
Occupational health and
403-1 P171
safety management system Percentage of employees
receiving regular
As we are currently 404-3 P160
performance and career
transitioning to a more development reviews
Hazard identification, risk comprehensive approach
403-2 assessment, and incident P015, P171, P173 to frequency rate GRI 405：Diversity and Equal Opportunity 2016
investigation aggregation, this report
contains only Japan s
domestic rates. Diversity of governance P121, P191, P192, P233,
405-1
bodies and employees P234, P239
Occupational health
403-3 P171
services Ratio of basic salary and
405-2 remuneration of women to P233
Worker participation, men
consultation, and
403-4 communication on P015, P171 GRI 406：Non-discrimination 2016
occupational health and
safety Incidents of discrimination P015, P016, P116, P118, No report applicable to
406-1
and corrective actions taken P154, P165 2019
Worker training on
occupational health and
403-5 P173 GRI 407：Freedom of Association and Collective Bargaining 2016
safety
Operations and suppliers in
which the right to freedom No report applicable to
403-6 Promotion of worker health P171, P173 407-1 P015, P016, P116, P154
of association and collective 2019
bargaining may be at risk
Prevention and mitigation
of occupational health GRI 408：Child Labor 2016
403-7 and safety impacts P173
directly linked by business Operations and suppliers at
No report applicable to
relationships 408-1 significant risk for incidents P015, P016, P115, P154
2019
of child labor
403-9 Work-related injuries P173 GRI 409：Forced or Compulsory Labor 2016
GRI 404：Training and Education 2016 Operations and suppliers at

significant risk for incidents No report applicable to
409-1 P015, P016, P115, P154
Average hours of training of forced or compulsory 2019
404-1 P164 labor
per year per employee

GRI Reason for Omission / GRI 417：Marketing and Labeling 2016

GRI 411：Rights of Indigenous Peoples 2016 Requirements for product
417-1 and service information and P133
Incidents of violations labeling
No report applicable to
411-1 involving rights of P015, P016, P116, P154
2019
indigenous peoples GRI 418：Customer Privacy 2016
GRI 412：Human Rights Assessment 2016 Substantiated complaints

concerning breaches of
418-1 P199
Operations that have customer privacy and losses
been subject to human of customer data
412-1 P015, P016, P115, P158
rights reviews or impact
assessments GRI 419：Socioeconomic Compliance 2016
Employee training on Non-compliance with laws

P201, P203, P204, P206,
412-2 human rights policies or P015, P016, P116 419-1 and regulations in the social
P208
procedures and economic area
GRI 413：Local Communities 2016
Operations with local

Information unavailable:
community engagement,
impact assessments,
the data requested.
and development programs
Operations with significant

Information unavailable:
actual and potential
negative impacts on local
the data requested.
communities
GRI 414：Supplier Social Assessment 2016
New suppliers that were

P013, P016, P152, P156,
414-1 screened using social
P158
criteria
GRI 416：Customer Health and Safety 2016
Assessment of the health

and safety impacts of
416-1 P133, P138, P140
product and service
categories

QUICK GUIDE FOR INVESTORS
Key
Topics Policies and Philosophy Management Initiative
Areas
Environmental Policy & •Policies and Philosophy for •Policies and Philosophy for
Environmental
ー
Management Systems Environmental Issues P046 Environmental Issues P046
ESG Highlights：Scenario Analysis for Strengthening Climate Strategy P012

Climate Change Scenario Analysis to Strategies for 2050
ーー
Society P049
•Climate Change (Product Initiatives): Achievements P063

•Climate Change (Product Initiatives):
•Climate Change (Product Initiatives): •Climate Change (Product Initiatives): Electrification and Internal Combustion
GHG / Products Policies and Philosophy for Product
Management of Product Initiatives P062 Engine Initiatives P064
Initiatives P059
•ESG Data (Environmental Data): Climate Change (Products) P213
•Climate Change (Corporate Activity •Climate Change (Corporate Activity •Climate Change (Corporate Activity Initiatives): Achievements P074
GHG / Corporate
Initiatives): Policies and Philosophy for Initiatives): Management of Corporate •ESG Data (Environmental Data): Climate Change (Corporate Activities)
Activities
Corporate Activity Initiatives P072 Activity Initiatives P073 P217
•Climate Change (Corporate Activity •Climate Change (Corporate Activity •Climate Change (Corporate Activity Initiatives): Achievements P074
Energy Consumption Initiatives): Policies and Philosophy for Initiatives): Management of Corporate •ESG Data (Environmental Data): Climate Change (Corporate Activities)
Corporate Activity Initiatives P072 Activity Initiatives P073 P217

Key
Areas

Environmental
Policies and Philosophy for Product Engine Initiatives P064
Management of Product Initiatives P062
Initiatives P059 •Climate Change (Product Initiatives): Initiatives for Lighter Vehicles P068
Environmental •Strengthening Our Business Foundations
•Strengthening Our Business Foundations •Strengthening Our Business Foundations to Address Environmental Issues:
Responsibility in Product to Address Environmental Issues:
to Address Environmental Issues: Lifecycle Assessment to Reduce Environmental Impact P105
Lifecycle Assessment to Reduce
Lifecycle Assessment to Reduce •ESG Data (Environmental Data): Climate Change (Products) P213
Environmental Impact P105
Environmental Impact P105 •ESG Data (Environmental Data): Strengthening Our Business Foundations
to Address Environmental Issues P229

Clean Tech Policies and Philosophy for Product
Management of Product Initiatives P062 Engine Initiatives P064
Initiatives P059
•ESG Data (Environmental Data): Climate Change (Products) P213
•Resource Dependency: Resource

Dependency Policies and Philosophy •Resource Dependency: Achievements P089
Dependency Management P087
Effective Utilization of P087 •Strengthening Our Business Foundations to Address Environmental Issues:
•Strengthening Our Business Foundations
Resources •Strengthening Our Business Foundations Stakeholder Engagement P108
to Address Environmental Issues:
to Address Environmental Issues: •ESG Data (Environmental Data): Resource Dependency (Reuse) P225
Stakeholder Engagement P108
Stakeholder Engagement P108
•Air Quality: Air Quality Policies and •Air Quality: Achievements P085
Pollution ー
Philosophy P083 •ESG Data (Environmental Data): Air Quality P223
•Resource Dependency: Resource •Resource Dependency: Achievements in Waste Reduction P095

Waste Materials Dependency Policies and Philosophy •ESG Data (Environmental Data): Resource Dependency (Facility Waste)
Dependency Management P087
P087 P226
•Water Scarcity: Water Resource Achievements P098

•Water Scarcity: Policies and Philosophy •Water Scarcity: Water Resource
Use of Water Resources •ESG Data (Environmental Data): Resource Dependency (Water Resource
for Water Resource Management P096 Management P097
Management) P228
•Strengthening Our Business Foundations to Address Environmental Issues: Stakeholder Engagement (Priority Issues for Automobile Manufacturers Regarding the
Biodiversity
Protection of Air, Water, Soil and Biodiversity) P110

Key
Areas
ESG Highlights：Nissan s Approaches to Respect for Human Rights P013

Social
Human Rights •Human Rights: Human Rights Policies •Human Rights: Human Rights
•Human Rights: Human Rights Achievements P116
and Philosophy P114 Management P115
•Diversity and Inclusion: Diversity and •Diversity and Inclusion: Diversity and •Diversity and Inclusion: Diversity and Inclusion Achievements P121
Diversity
Inclusion Policies and Philosophy P118 Inclusion Management P119 •ESG Data (Social Data): Diversity and Inclusion P234
•Product Safety and Quality: Product

Product Safety and •Product Safety and Quality: Product •Product Safety and Quality: Product
Safety and Quality Policies and
Quality Safety and Quality Management P143 Safety and Quality Achievements P144
Philosophy P142
•Product Safety and Quality: Product

Customer Relationship •Product Safety and Quality: Product •Product Safety and Quality Achievements：Reflecting Customer Feedback
Safety and Quality Policies and
Management Safety and Quality Management P143 in Activities to Enhance Quality P144
Philosophy P142
•Supply Chain Management: Supply Chain

Supply Chain Strategy P152
Management •Supply Chain Management: Supply Chain •Supply Chain Management: Supply Chain Management P156
•Supply Chain Management: Supply Chain
Management P156 •Supply Chain Management: Responsible Minerals Sourcing P158
Management Policies and Philosophy
P154
•Labor Practices (Respecting the Rights •Labor Practices (Respecting the Rights •Labor Practices (Respecting the Rights of Workers): Achievements in
Employment of Workers): Policies and Philosophy on of Workers): Management That Respects Respecting the Rights of Workers P165
Respecting the Rights of Workers P165 the Rights of Workers P165 •ESG Data (Social Data): Employee Data P233
•Human Resource Development: Human •Human Resource Development: Human •Human Resource Development: Human Resource Development
Human Resources Resource Development Policies and Resource Development Management Achievements P164
Philosophy P160 P160 •ESG Data (Social Data): Human Resource Development P237

Key
Areas

Social
•Human Rights: Human Rights Policies •Human Rights: Human Rights

•Human Rights: Human Rights Achievements P116
Non-discrimination and •Diversity and Inclusion: Diversity and Inclusion Achievements P121
•Diversity and Inclusion: Diversity and •Diversity and Inclusion: Diversity and
Equal Opportunity •Labor Practices (Respecting the Rights of Workers): Achievements in
Inclusion Policies and Philosophy P118 Inclusion Management P119
Respecting the Rights of Workers P165
•Labor Practices (Respecting the Rights •Labor Practices (Respecting the Rights
•ESG Data (Social Data): Employee Data P233
of Workers): Policies and Philosophy on of Workers): Management That Respects
•ESG Data (Social Data): Diversity and Inclusion P234
Respecting the Rights of Workers P165 the Rights of Workers P165
•Labor Practices (Dialogue with •Labor Practices (Dialogue with

•Labor Practices (Dialogue with Employees): Achievements in Dialogue with
Dialogue with Employees Employees): Policies and Philosophy on Employees): Management to Promote
Employees P167
Dialogue with Employees P166 Dialogue with Employees P167

Employees Health and •Employees Health and Safety: •Employees Health and Safety:
Safety •Employees Health and Safety: Employees Health and Safety Achievements
Employees Health and Safety Policies Employees Health and Safety
P173
•Community Engagement: Community

•Community Engagement: Community •Contributing to Local Communities: Achievements P178
Community Engagement Engagement Policies and Philosophy
Engagement Management P176 •ESG Data (Social Data): Contributing to Local Communities P238
P175
•Reforming Corporate Governance P017

Governance
Corporate Governance •Governance Policies and Philosophy •Corporate Governance: Corporate

•ESG Data (Governance Data) P239
P190 Governance System in Detail P191
Risk Management •Risk Management P199
Anti-Corruption •Compliance: Anti-Bribery P202
Observance of Business
•Compliance: Business Ethics P203
Ethics
Nissan s Commitment to
•Compliance：Nissan s Commitment to Tax Transparency P208
Tax Transparency

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SUSTAINABILITY REPORT 2020

Corporate Purpose / Nissan's Contribution

Environmental Social Governance

Category Tabs Navigation Buttons Link Buttons

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 001

Driving Innovation to Enrich

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 002

Be an essential part of society

Driving Innovation to Enrich People s Lives

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 003

Bring the power of each individual together

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 004

At the same time, we can t accomplish the necessary transformation just

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 005

A: The words Driving Innovation to Enrich People's Lives describe

In 2010, Nissan started mass production of electric vehicles before anyone

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 006

Nissan Motor Co., Ltd.

Guiding Nissan toward sustainability

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 007

implementation, Nissan created the position of chief sustainability

Through promoting our sustainability strategy in all aspects of our

My role as the CSO is to guide the entire organization toward sustainability

Global efforts to address societal challenges

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 008

Efforts to enhance resilience

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 009

Always considering both short-term and long-

As CSO of Nissan, I am committed to enhancing our efforts globally, and

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 010

Driving Innovation to Enrich People s Lives

Do what others don't dare to do

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 011

GRI102-15 GRI102-29 GRI201-2 GRI203-1 GRI203-2

Envisioned scenarios and associated opportunities and risks

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 012

GRI103-1 GRI103-2 GRI103-3 GRI412-1 GRI412-2 GRI414-1

Formulates Nissan Formulates and publishes

Establishes Diversity Development Office Introduces SpeakUp system Conducts a human

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 013

Materiality Analysis in Respecting Human Rights

Human rights impact assessments Four priority focus areas identified

Severity of Risk or Impact on Human Rights

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 014

GRI403-2 GRI403-4 GRI406-1 GRI407-1 GRI408-1 GRI409-1 GRI411-1 GRI412-1 GRI412-2

Initiatives Related to Employee Labor Conditions

Employees of Nissan South Employees participating in a

Basic data Number of factory employees: 1,200

Nissan South Africa (Pty)

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 015

GRI406-1 GRI407-1 GRI408-1 GRI409-1 GRI411-1 GRI412-1 GRI412-2 GRI414-1

Initiatives Related to Supplier Labor Conditions: Responsible Minerals Sourcing

Due diligence regarding conflict minerals

Due diligence regarding cobalt

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2020 016

GRI102-18 GRI102-19 GRI102-22 GRI102-23 GRI102-24 GRI102-35 GRI102-28

1. Separation of management function and supervisory 3. Transparency of decision-making process

Before June 24, 2019 From June 25, 2019

● Chair is non- Auditors