SUSTAINABILITY REPORT 2021

Carbon Neutrality/ Chair of the Board of Nissan's Contribution

Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

CONTENTS
CEO Message …………………………………………………………………… 002 ESG Data ………………………………………………………………………… 225
CSO Message …………………………………………………………………… 009  Corporate Overview ………………………………………………………… 226
Carbon Neutrality / Response to COVID-19 ……………………………… 014  Environmental Data …………………………………………………………… 228
Chair of the Board of Directors Message ………………………………… 025  Social Data ……………………………………………………………………… 250
Sustainability at Nissan ………………………………………………………… 026  Governance Data ……………………………………………………………… 256
Nissan's Contribution to the SDGs ………………………………………… 038 Editorial Policy …………………………………………………………………… 258
The Alliance ……………………………………………………………………… 043
Environmental Social Governance
Environmental Policies and Philosophy … 046 Social Policies and Philosophy …………… 115 Governance Policies and Philosophy …… 201
Climate Change ……………………………… 057 Human Rights ………………………………… 117 Corporate Governance ……………………… 202
Air Quality ……………………………………… 084 Diversity and Inclusion ……………………… 122 Risk Management ……………………………… 213
Resource Dependency ……………………… 088 Traffic Safety …………………………………… 136 Compliance …………………………………… 216
Water Scarcity ………………………………… 098 Product Safety and Quality ………………… 147
Third-Party Assurance ……………………… 102 Supply Chain Management ………………… 157
Strengthening Our Business Foundations … 104 Human Resource Development …………… 165 TCFD Content Index ………………………… 261
Labor Practices ………………………………… 170 GRI Content Index …………………………… 263
Employees' Health and Safety ……………… 178 Quick Guide For Investors ………………… 270
Community Engagement …………………… 186

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NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 001

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Making a positive impact on

people and the planet through
innovation
Working to address global environmental and societal challenges has
been, and will always be, core to Nissan s purpose and values. Nissan
products and technologies help to enrich people s lives and deliver real-
world innovations in mobility and transport which have a meaningful role
to play in resolving these global challenges. Nissan s unique culture,
the company s willingness to innovate and to challenge the status quo,
is being applied today to many of these challenges, be that reducing
greenhouse gas emissions, facilitating smart cities and urbanization, or
increasing road and passenger safety. These are just some of the many
of the areas where Nissan can have a sizeable impact. In this interview,
Nissan s CEO Makoto Uchida talks about the company s approach to
delivering social value, including the recently announced ambition to
become carbon neutral by 2050.

Nissan Motor Co., Ltd.

Representative Executive Officer, President and
Chief Executive Officer

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 002

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

On the road to carbon neutrality

Q: In January 2021, Nissan set itself a goal to achieve carbon neutrality
by 2050. What is your strategy to get to this target?

A: Combatting climate change will need governments and the private sector
to work hand in hand. While no one country or indeed company can achieve
this goal alone, we each have an important role to play. That is why Nissan
declared every all-new vehicle offering in our key markets will be electrified
by early 2030s, alongside our aim to achieve carbon neutrality by 2050,
across the company s operation and the life cycle of our products.

This decision should not come as a surprise. While we have recently seen
countries pledge to achieve carbon neutrality, at Nissan we have had
the Nissan Green Program in place since 2002. We also have ten years
experience of mass-producing electric vehicles (EVs). Despite skepticism at
the time, Nissan took on the challenge to become a leader in EVs. I am proud
we have delivered over half a million EVs. For me, this is a clear-cut example For us, vehicle electrification is a key step to making carbon neutrality
of Nissan s DNA - "Do what others don't dare to do" – in action. a reality. At the same time, EVs need to have real consumer appeal and
drive better value of ownership. Nissan is a world-leader in combining
technological excellence delivering on customer needs and at the same time
play a differentiated role in driving efforts to combat global environmental
change. As we laid out in our NISSAN NEXT plan, we will keep on investing
in innovation to adapt to the rapidly changing marketplace that we operate in.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 003

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Our innovations are not limited to products but move beyond mobility. Our operation of safety devices for railroad crossings powered by recycled EV
groundbreaking partnership with 4R Energy Corporation promotes the lithium-ion batteries. Reusing secondhand batteries in this way maximize
repurposing of secondhand batteries. We have developed technology that the use of finite resources and reduces environmental harm. In addition,
enables us to reuse batteries collected from end-of-life cars. This means we through our Blue Switch program we go beyond mobility to use electric cars
reduce CO2 emissions from the production of new batteries as well make the as emergency power source during natural disasters in Japan. Nissan has
most of the rare earths that go into batteries. One example is where Nissan signed over 130 agreements with local governments and companies under
and 4R Energy Corporation are working together with JR East on the trial the Blue Switch program since 2018.

Shift in consumer thinking is the key driver

Q: How do you see the shift in consumer thinking? Do you see any
change in their mindset these days?

A: There are increasing number of people who are sensitive to environmental However, the policies and measures are different between markets, and so
performance, especially among the younger generation. They are willing will be the speed of change. The primary key here is customers willingness
to do good for environment, such as carrying their own shopping bags to or acceptance of electrified vehicles. People will not buy an EV unless the
reduce wasting plastic bags, saving energy of home electrics, and choosing total cost of ownership (TCO), which includes vehicle purchase price and
an eco-friendly car to buy. This gives more opportunities for people to know maintenance costs, makes sense. We need an electrification strategy that is
about Nissan s environmental initiatives. Nissan will make sure that people consistent with customers need. This is why Nissan is taking on a challenge
know more about the wholistic EV value, including EV ecosystem for energy to build cost-competitive electrified vehicles.
management.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 004

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Aligning the United Nations’Sustainability Development Goals (SDGs)

Q: Companies today are being asked about their contribution to A: SDGs are high-level targets that guide governments and societies
achievement of the UN Sustainable Development Goals. What is towards making the world a better place for everyone to live in. As with
Nissan s view? climate change, no one company will solve these big challenges alone. We
are aligning our Sustainability strategy with SDGs, engaging our business
plan. Nissan is using them as a guideline to build our sustainability strategy.
We are an organization that contributes to many of the SDGs, such as
climate action, clean energy, and sustainable cities and communities
through our carbon neutrality strategy. Our approach is to make continual
progress through PDCA (Plan-Do-Check-Act) cycle. We can use the SDGs
to benchmark our past efforts and identify room for improvement. Nissan
has been participating in the United Nations Global Compact since 2004.
We will continue to be aligned with the universal principles, and actively
contribute to achieving SDGs.

As stated in our corporate purpose, Nissan is Driving innovation to enrich

people s lives and this statement is fundamental to why we exist and the
role we play for the society. I want Nissan people to be aware of the benefits
of the work they do, and what value they are delivering by showing them the
direction and the company s purpose. This helps revitalize the organization
and ensure Nissan s sustainability, which will contribute SDGs.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 005

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Protecting human rights throughout our supply chain

Q: We are seeing rising expectations for companies to do more to

address human rights issues. What is Nissan doing on this front?

A: Our goal is to conduct ethical, social, and environmentally conscious We recognize that Nissan could do more to communicate about our
business practices at every level of the supply chain in global markets. environmental initiatives enough and we are going to do more on information
Nissan has zero tolerance for human rights abuses anywhere, based on disclosure. It is natural for Nissan, which respects diversity, to actively
our policies outlined in the "Nissan Human Rights Policy Statement". address human rights issues. We should be working more on this front.
The company is proactive and thorough in our efforts to support human
rights and mitigate risks in our supply chain. We have ensured that
our global policies such as Global Minerals Sourcing Policy Statement
supplement these guidelines. We are also bolstering our investigative
efforts to identify potential violation of human rights across supply chain
and take timely and appropriate corrective measures.

Another perspective that we take is to think about what a Just Transition

looks like. Our journey to carbon neutrality can be achieved if only we
commit to respect and protect human rights within Nissan and suppliers.
Our aim is to contribute to sustainable economic growth by creating new
business models that help deliver decarbonization while taking care of
vulnerable members of society. We want to ensure we do not generate
additional groups of society facing new hardships.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 006

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Promoting diversity across Nissan I believe Nissan-ness is a culture where innovation is fostered through
gathering together people from diverse backgrounds and allows for people
Q: The last year has seen the issue of diversity really come to the act freely and authentically.
fore. What does diversity mean to Nissan? I do not want Nissan to be an organization where every colleague says
the same thing like a cookie-cutter world. Different opinions generate
A: Diversity is our strength and a critical topic that I am personally committed
innovation and offer indefinite possibilities. That s why we are able to make
to taking on. We are not starting from square one – we are a hugely diverse
a range of cars from A to Z catering diverse markets and distinct customers.
company made-up of people from all over the world. I am proud of this. I
Our alliance with Renault and Mitsubishi has contributed immensely to this
foster the diverse and inclusive environment where we value and respect
culture. I strongly believe that the top management needs to bring forth the
employees to drive innovation.
power from inside to make it happen.
Last year, during the process of redefining our corporate purpose, I had
the opportunity to exchange opinions with many colleagues on this topic.

Ensuring the well-being of our colleagues and their families

Q: How did COVID-19 impact Nissan? What initiatives have you to protect
colleagues and their families as well as the wider communities in which
you operate? We are also actively involved in efforts to ensure the health and safety of
the communities we operate through donation of vehicles, manufacturing of
A: I would like to start by offering my deepest condolences to all those masks etc.
affected by the COVID-19 outbreak, and express my sincere gratitude to
We are also providing comprehensive support to our dealer network and our
all the healthcare and frontline workers for their tireless work during the
customers. One example I refer to is the great progress we have made in digital
pandemic.
sales. That has seen us rethinking, in partnership with our dealer networks, what
COVID-19 has forced us to change the way we work and live. Nissan the role of a dealership can be in engaging the customer, while also responding
continues to place the highest priority on the well-being of our employees to some of the restrictions brought about by the pandemic. Remote work proved
and their families by ensuring safe-distancing, hygiene and protective to be effective. We can save the commuting time and use it for our families and
equipment and encouraging and supporting our people to work remotely. friends. This will help us strike a better work-life balance.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 007

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Meeting customer needs today and tomorrow

Q: With the world continuing to undergo so much change, what will be Nissan has a rich heritage and a consistent track record of bringing together
the future priorities of Nissan in responding to what customers and people and communities to help shape the future of mobility. Our challenger
society wants? spirit and an innovating mindset combined with our deep-rooted commitment
to sustainability, dives our determination to create distinctive and innovative
products and services that inspire our customers and provide real social
A: We are now in the second year of the NISSAN NEXT business
value.
transformation plan, which is intended to revive the business to deliver
sustainable growth for the next decade. We are pleased to see the good
progress especially of our efforts to better quality of sales without seeking
excessive sales growth. This is a significant change on our business culture.
This gives me great confidence in the future of Nissan.

What makes me most happy is when our customers are delighted by our
products, and our employees find what they and the company are doing is
meaningful. We have initiated several projects that demonstrate the crucial
role we play creating sustainable cities and communities. For instance,
in February 2021, Nissan signed an agreement with the three local
governments in the Fukushima Prefecture namely Namie-machi, Futaba-
cho, and Minami Souma City along with eight other companies, including
4R Energy Corporation and local dealerships, to work together to design
a community leveraging new mobility. We are exploring the possibility of
redesigning the community to accommodate driverless vehicle operations
and conducting field tests to make it happen.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 008

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Driving business value and social

value through sustainability

Joji Tagawa
Senior Vice President,
Chief Sustainability Officer
Nissan Motor Co., Ltd.

Our strategy
Our sustainability strategy, Nissan Sustainability 2022 (NS2022),
sets a clear long-term vision and goals for the period of 2018 to
2022 identifying our priorities around Environmental, Social and
Governance topics.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 009

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

While we continue to be guided by NS2022, over the course of last We are also cognizant that since setting NS2022 the world has
year, we have prioritized our response to the COVID-19 pandemic. undergone tremendous changes. The severity of environmental
Our primary focus was to make sure that our employees and the issues is increasing each year and inequalities between, as well
communities around us remained safe and healthy. as within, nations are widening. This makes it imperative for us to
refocus our plans to help address these challenges.

Evolution toward carbon neutrality and

beyond
At the heart of our strategy is Nissan s commitment to reduce our While important, our sustainability initiatives are not limited
environmental impact and dependence to a sustainable level. We to achieving carbon neutrality by pursuing further innovations
believe in managing natural resources in a responsible manner in electrification and manufacturing technology. We are also
and hand them over to the future generations thereby realizing delivering resource efficiency benefits by using material alternatives
our environmental philosophy - Symbiosis of People, Vehicles, and that do not depend on newly-extracted resources. Our other actions
Nature. Through our midterm environmental action plan, Nissan include improving air quality by reducing emissions from products
Green Program, we have increased our efforts to resolve most and manufacturing processes, focusing on better management of
material issues and pursuing several identified areas to address water quality and reducing water consumption.
sustainability agenda since 2002. It is with this confidence we
set the goal of carbon neutrality by 2050 across the company s
operations and the life cycle of our products. As part of this
objective, by early 2030s every new Nissan vehicle offering in key
markets will be electrified.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 010

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Strengthening focus on Human Rights

Nissan respects the rights of our stakeholders and strives to comply With enormous uptake in technological innovations such as digital
with applicable laws and practices wherever we operate. We uphold connectivity, electrification and autonomous driving, data privacy
the highest ethical standards in our operations and do not condone and security have become critical areas for business. To ensure
discrimination on the basis of race, nationality, gender, religion, proper governance, we have implemented a Global Customer
disability, age, place of origin, gender identity, sexual orientation or Privacy Policy in 2020 outlining our company s commitment to
any other characteristics nor any infringement of human rights. protecting customer personal data and have enforced the policy
consistently across all locations.
As part of Nissan Human Rights Policy Statement, published in
2017, we have identified employee labor conditions as one of the
priority areas and have been undertaking assessment across of
our facilities. In addition to Nissan South Africa in the fiscal year
2019, Nissan Motor Thailand and its group companies (Nissan
Power Train (Thailand) and SNN Tools & Dies) underwent the
Human Rights Impact Assessment for their employees. Based on
the results of the assessment, our local entities are undertaking
continuous improvement initiatives to address any issues /
opportunities that were discovered in the assessment.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 011

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Enhanced Corporate Governance

As part of Nissan s ongoing commitment to the highest standards Such drastic transformation in a short period of time was only
of corporate governance and transparency, we adopted the three- possible because of a common ambition shared among the board
statutory-committee format in June 2019. The company has clearly members and the business operations to make Nissan shine again.
separated management functions and supervisory functions, with To further embed sustainability into our business strategy, Nissan
outside directors comprising the majority of the board. The board includes sustainability indicators into the performance evaluation of
engages in active and transparent discussions on the direction its senior management, including executive officers.
of the company. Outside directors are also helping Nissan to
strengthen its corporate governance and ensure management
transparency through the discussions at the Nomination,
Compensation, and Audit Committees.

Executive commitment to ESG

To further integrate sustainability into our strategy and operations, In addition, at the senior management level, we are actively driving
the Global Sustainability Steering Committee, which I chair, discussions about the company s long-term value-creation with a
conducts regular reviews of progress and priorities of our NS2022 clear focus on delivering social value aligned to SDGs. Our intention
considering the evolving ESG trends that are affecting the world is to promote sustainability within the organization as well as
and us. This forum allows us to have an open and transparent contribute to the society driving towards safe and smart electrified
discussion on emerging social issues among the relevant parties to mobility.
build and implement more effective action plans for each country.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 012

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Driving Sustainable, Long-Term Growth

Environmental and social challenges pose a material risk not only to As the world continues to undergo significant changes, the
our business but to our stakeholders and communities around the expectations for companies are also changing. People expect
world. We must act on them now. While we know achieving carbon companies to create long-term value rather than short-term
neutrality is not simple, it is no exaggeration to say that survival of profits. We strongly believe Nissan will play a crucial part in
the human race is at stake. Human rights issues also cannot be addressing environmental and social challenges. We will do that
overlooked. Nissan wants to create social value for generations to through Nissan s challenger spirit and longstanding commitment
come by leveraging its assets and strength. to innovation, as well as our outstanding technological expertise.
The announcement of the carbon neutral goal for 2050 builds on
our legacy of environmental efficiency and strengthens our future
commitment to tackling climate change.

As Chief Sustainability Officer, I will always look for ways for Nissan
to contribute more to society, to build a resilient strategy, to ensure
proactive risk management and maintain a close dialogue with our
stakeholders to ensure we take into account the issues that are
material to them. I will continue driving the company s sustainability
strategy to make sure that Nissan delivers sustainable growth over
the long term and remains an integral part of society that people
can rely on.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 013

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

GRI102-11 GRI102-12 GRI102-15 GRI102-29 GRI103-1 GRI201-2 GRI203-1 GRI203-2

Carbon neutrality
Our response to climate change
Response to climate change is one critical issue that must be addressed
globally, thus international long-term goals have been discussed since
the adoption of the United Nations Framework Convention on Climate
Change in 1992. At the Climate Change Summit in April 2021, the
leaders of 40 countries and regions gathered with the aim of realizing
Toward the Realization of Carbon carbon neutrality in 2050 and announced CO2 emission targets leading
up to 2030.

Neutrality in 2050 To contribute to the resolution of global climate change issues, Nissan
formulated a long-term vision based on the 2°C scenario in the 2006
Intergovernmental Panel on Climate Change (IPCC) report, achieving
To achieve carbon neutrality across the Company’
s operations and product life cycle by 2050,
sustainable success through the steady achievement of retroactive
Nissan’
s aim is for every all-new Nissan vehicle offering in key markets to be electrified by milestones. In 2020, we conducted a scenario analysis*1regarding
the early 2030s, and to this end, will promote innovations in electrification and manufacturing the opportunities and risks posed by climate change and selected
technologies in the following strategic areas: important themes based on assumptions about society taken from
the International Energy Agency (IEA) 4°C and 2°C scenarios,
as well as the IPCCs 1.5°C Special Report. Further, in January
2021, we announced a new goal for achieving carbon neutrality in
2050, throughout the vehicle lifecycle, such as material extraction,
manufacturing, vehicle use and vehicle recycling or reuse at end-of-life.
Nissan considers CO2 emissions not only when the vehicle is
running, but throughout the value chain, including suppliers, from the
procurement of raw materials to transportation. We are developing new
technologies and strive to reduce CO2, including strengthening the use
of renewable energy in the manufacturing process.
1 Battery innovations for cost-competitive and more
efficient EVs 2 Greater energy efficiency of our e-POWER
electrified powertrains
*1 Please refer to the following for details regarding Climate Change Scenario
Analysis. >>> P049

3 Develop of a battery ecosystem to support

decentralized renewable energy generation 4 Greater energy and material efficiencies
during the manufacturing process
* Please refer to the following for details regarding climate change
Climate Change Strategy >>> P057
Product Initiatives >>> P059
Corporate Activity Initiatives >>> P072
Reducing environmental burdens through utilizing of the
life cycle assessment (LCA) method >>> P107

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 014

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

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Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
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Battery innovations
1 efficient EVs for cost-competitive and more

Battery Technology Innovations Safety is Essential for the Adoption of Electric Vehicles
We are developing batteries according to a long-term roadmap. Safety is one of Nissan's most important requirements in developing and
We are seeking economies of scale and greater competitiveness providing electric vehicles. We increase battery energy density to improve
in technology by aligning specifications and increasing performance while conducting tests under various harsh conditions to
commonization within the Alliance. Moreover, Nissan continues ensure safety and reliability before releasing batteries in the market. The
working on battery innovations including development of battery Nissan LEAF has sold 524,000 units (as of March 31, 2021) since the
materials that reduce the amount of cobalt used and all-solid- launch of first-generation model production, evidence that no serious
state batteries. At the same time, with regard to battery costs, accidents caused by batteries have occurred. Going forward, Nissan
we plan to achieve a profitability equivalent to that of internal will ascertain the various environments in which our customers use their
combustion engines by 2030, working with suppliers to pursue vehicles from market driving data, incorporate this data into advanced
further optimization of battery pack designs and manufacturing reliability design and experimental standards, reflect it in development, and
process rationalization. contribute to the spread of EVs and the realization of mobility free from CO2
emissions.

192
=
LEAF
524,000× (LEAF)
103,080,000
vehicles
(as of March 31, 2021)
288 (LEAF e+) Cells
Cells/Vehicle

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 015

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Greater energy
2 powertrains efficiency of our e-POWER electrified

Development of e-POWER
e-POWER is Nissan s proprietary powertrain, using a gasoline engine to generate electricity for the electric motor that propels the vehicle. e-POWER
achieves top-level fuel efficiency as well as nimble responsiveness, smooth acceleration and remarkable quietness while driving.
Based on the idea of creating a totally new type of electric vehicle, e-POWER first debuted in Japan on the Note compact car in November 2016. In
March 2018 an e-POWER version of the Serena minivan was launched, which was followed by the all-new Kicks SUV e-POWER in June 2020. In
December of the same year the all-new Note was launched exclusively with the evolved, second-generation e-POWER system. These models were
well received, and as of March 31, 2021, cumulative domestic sales of e-POWER exceeded 500,000 units.
With the aim of achieving carbon neutrality, by the early 2030s, every all-new Nissan vehicle offering in Japan and all key markets will be
electrified. To this end, we are promoting research and development that will substantially contribute to the elimination of carbon. Nissan announced
breakthrough in engine efficiency, reaching 50% thermal efficiency
with its in-development, next generation e-POWER system. 
Nissan s latest approach to engine development has raised the bar
to world-leading levels, accelerating past the current auto industry
average range of 40% thermal efficiency, making it possible to even
further reduce vehicle CO2 emissions.
Nissan continues to accelerate innovation of these electrification
technologies as one of the major pillars until battery EV spread
everywhere.

New Note e-POWER e-POWER version of the Kicks e-POWER

popular Serena minivan

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 016

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

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Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
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3 Develop of a battery ecosystem to support

decentralized renewable energy generation
Creating Value though the Reuse of Batteries
Nissan and Sumitomo Corporation established a joint-venture company 4R Energy Corporation in September 2010 to conduct research on the
secondary usage of lithium-ion batteries that have been used previously in electric cars.
Naming a second-life business for recyclable advanced lithium-ion batteries as the "4R Energy" business in October 2009, both companies started
a joint study to "Reuse, Resell, Refabricate and Recycle" the lithium-ion batteries used in electric cars. In March 2018, 4R Energy Corporation
inaugurated the Japan s first plant specializing in the reuse and recycling of lithium-ion batteries from electric vehicles, in the town of Namie in
Fukushima Prefecture.
By expanding this model into a business, we will realize increased EV value through the reuse of batteries, contributions to reducing resource
dependency on the precious metals required for batteries and reduced CO2 during battery production so that we will drive the increased spread of
electric vehicles. Additionally, we will contribute to the expansion of renewable energy by providing renewable batteries that are safe, reliable and
highly price competitive.

Battery secondary use

Zero-emission vehicle
engineering, manufacturing

Construction of vehicle-charging Secondary use and recycling

infrastructure of batteries

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 017

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Toward the Realization of a Future Mobility Society

Cutting-edge automotive technologies centered on EVs benefit customers who own cars as products, as well as contribute to the enrichment of
everyone s daily lives throughout society. Nissan is also engaged in research on systems that adjust power supply and demand connecting energy
storage to the power grid using reused batteries. We offer Nissan Energy*, a solution further enhancing the attractiveness of EVs by utilizing the
storage and discharge functions of batteries installed in EVs. One of these, Nissan Energy Share, incorporates V2X technologies (V2L, V2H, V2B,
V2G) using (sharing) electric power stored in the EV for a variety of applications, enabling the supply of electricity to homes and society as mobile
storage batteries. In 2012, we launched the LEAF to Home system supplying electricity stored in Nissan LEAF batteries to homes and we are also
conducting research into systems that adjust power supply and demand by connecting energy storage using recycled batteries to the power grid.
We will make full use of advanced safety, autonomous driving, electrification and connected technologies accumulated up to now. Also, in cooperation
with local governments, we aim to create an environment in which everyone can move with peace of mind, and at the same time, we are verifying the
new business models created as a result of these efforts.

* Click here for information on Nissan Energy https://www.nissan-global.com/EN/TECHNOLOGY/OVERVIEW/nes.html

Blue Switch Program (Number of projects)

140 over 130

In Japan, Nissan is engaged in the Electrify Japan: Blue Switch program. In conjunction with local 120

governments and companies, the program promotes the use of EVs to address local issues related to
100

80
the environment, disaster prevention, energy management, population declines, assistance for people 60
57

with less access to transportation and tourism. At the same time, we aim to realize a resilient society 40

that excites the people who lives there. 20 15

The high-capacity lithium-ion battery installed in the Nissan LEAF contributes to powerful driving
10
FY2018 FY2018 Cumulative total for
cumulative total FY2020-21*

performance and provides value as a mobile power source. In recognition of this value, Nissan has
concluded agreements with many local governments and companies across Japan that utilize the *As of May 31, 2021

Nissan LEAF as an emergency power source in the event of power outages caused by disasters or
other unforeseen events.
Examples of fully leveraging the advantages of electric vehicles include using the Nissan LEAF to * Virtual power plant is a system that integrates several types of power
reduce energy costs and CO2 emissions, field operation test of energy management by virtual power sources, for examples, power generation, energy storage batteries
plants*, and car sharing services as eco friendly transportation options in sightseeing areas. and electric vehicles owned by local government, companies and
residential customers, using information technologies such as IoT to
Since its launch in 2018, Nissan has signed over 130 agreements under the Blue Switch programs. function as they were a single power plant.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 018

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

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Experiments Using Nissan LEAF V2G Technologies in Germany

Nissan is engaged in global initiatives utilizing EV batteries. In December 2019, Nissan launched
the "i-rEzEPT*" project together with Bosch.IO and the Fraunhofer Institutes IAO and IFAM. The
project is also supported by the Federal Ministry of Transport and Digital Infrastructure. This
project aims to verify the effective use of renewable energy by combining Nissan LEAF charging
with the power generated by residential solar panels and power supplied from the Nissan LEAF
to homes and the power grid. At the same time, we will verify the effects of reducing public power
grid loads and lowering the overall cost of owning EVs. Nissan is leading the project by providing
the Nissan LEAF and chargers to 13 households with solar power systems. This project will end in
October 2021, with the report publication scheduled for early 2022.

* i-rEzEPT stands for intelligente rückspeisefähige Elektrofahrzeuge zur Eigenstrommaximierung und

Primärregelleistungsmarkt-Teilnahme, which in English means intelligent regenerative electric vehicles for self-power
maximization and primary control market participation.

Building Communities with a Sustainable Future

To realize carbon neutrality and provide mobility services with a sustainable future, Nissan is making efforts to utilize Nissan innovations for the enrichment of
people in the local community.
In early February 2021, Nissan, the three municipalities of Namie, Futaba and Minamisoma in Fukushima Prefecture, and eight companies including 4R
Energy and local dealerships concluded the agreement to develop new modes of the transportation, and to promote the use of renewable energy in the
Hamadori area of Fukushima. In recovering, from the Great East Japan Earthquake the overall goal is to help develop a revitalized, resilient and sustainable
low-carbon community.
In addition, as a member of Namie Smart Mobility Challenge Secretariat organization,
Sustainable neighborhood public transportation that is Luggage delivery services making
Nissan conducted a field operation tests of new mobility services in February 2021.This simple and can be used on a daily basis shopping, the core of our lifestyle, more convenient
tests aimed to resolve issues of public transportation at Namie. Using only electric vehicles,
Hub & Spoke Service See at store Have luggage delivered
it included running an autonomous vehicle on a route around central Namie to operate EV Spokes Spokes
and buy to your house

shuttle service.The long-term vision is to create sustainable transportation services that offer Home
Roadside
station Destination
AEON Namie Home delivery
(safe drop-off)
convenience in depopulated area. (transportation
hub)
AEON Namie Roadside station
City center Web Order (pick-up)

Buy anytime without Receive at your

going to store convenience without
waiting
Looping shuttle

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 019

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

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Greater energy and material

4 manufacturing process efficiencies during the

Nissan Intelligent Factory

Along with efforts to realize carbon neutrality through products and
energy management, Nissan Intelligent Factory, the new production
methods, will be introduced to build electrified, intelligent and
connected cars. Nissan Intelligent Factory will contribute to further
CO2 reductions through making production operations more flexible,
efficient and sustainable.
For example, Nissan has developed a water-based paint that
maintains the right viscosity at low temperatures, so that bodies
and bumpers can be painted together. This will cut carbon dioxide
emissions from the process by 25%. Nissan will also use a water-free Nissan Intelligent Factory Innovative Paint Lines

painting booth that makes it possible to collect all waste paint and
reuse it in other production processes.
Additionally, Nissan has plans for a major expansion to renewable
energy generation equipment at its UK Sunderland Plant, which is
the largest automotive plant in England. In addition to existing wind
turbines and a solar farm, 37,000 solar panels will be added for a
20MW extension. With this expansion, 20% of the plant's energy will
be provided by renewable energy produced onsite, and it is expected
that renewable energy will be able to supply power for the assembly
of Nissan LEAF vehicles sold in Europe.

Renewable energy generator facility at the U.K. Sunderland Plant

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 020

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Closed-Loop Recycling of Aluminum Parts

Nissan’s Aluminium
Nissan is promoting efforts to reduce CO2 emissions through Closed-loop Recycling System
reducing resource dependency. For example, Nissan has introduced Nissan has introduced a “closed-loop” recycling system for the
all-new Nissan Qashqai, reusing waste aluminium and reducing its
a closed-loop recycling system for the all-new 2021 Nissan Rogue footprint on mined resources.

at Nissan North America and Nissan Motor Kyushu, and for the Recycling aluminium

all-new Qashqai at Nissan Motor UK, collaborating with aluminum

90%
saves more than 90
percent of the energy

suppliers. needed to make new

aluminium.

The system helps reduce CO2 emissions compared with using parts
made with primary alloys from raw materials. It also promotes the use Aluminium coils arrive at Parts of the all-new

of materials that don t rely on newly mined resources, as well as the Nissan’s Sunderland plant Qashqai are stamped
from the aluminium

reduction of waste from factories.

The hood and doors of the 2021 Rogue and the all-new Qashqai are
stamped from aluminum alloy, a material that reduces vehicle weight
and helps improve fuel efficiency and power performance.
Nissan is considering expanding the application of this process New aluminium coils are
produced from the recycled scrap
to future models and other factories. We will continue to promote Scrap aluminium is processed

efficient and sustainable use of resources, including the use of through a cyclone

renewable resources and recyclable materials.

Reprocessed scrap is delivered to

* Click here for information on initiatives related to Resource Dependency
the aluminium supplier for recycling
>>> P088

Nissan's Aluminum Closed-loop Recycling System

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 021

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Road Map to the Future

EV36Zero, the World s First Electric Vehicle (EV) Hub

Nissan is a pioneer in achieving carbon neutrality throughout the Centered around the plant in Sunderland, UK, Nissan EV36Zero will
entire lifecycle of our products. Our comprehensive approach supercharge the company s drive to carbon neutrality and establish a new
includes not only the development and production of EVs, but also 360-degree solution for zero-emission motoring.
the use of on-board batteries as energy storage and their reuse for The transformational project has been launched with an initial £1billion
secondary purposes. To realize carbon neutrality in Europe with our investment by Nissan and its partners Envision AESC and Sunderland City
partners, Nissan unveiled the Nissan EV36Zero, an Electric Vehicle Council. Comprised of three interconnected initiatives, Nissan EV36Zero
(EV) Hub creating a world-first EV manufacturing ecosystem in July brings together electric vehicles, renewable energy and battery production,
2021. setting a blueprint for the future of the automotive industry.
The experience and know-how gained through the project will be shared
・ New-generation Nissan electric crossover announced for UK globally, enhancing Nissan s global competitiveness. Nissan will continue
production to leverage its strengths in
・ Envision AESC will build a new 9GWh-capacity giga-factory on the electrification to become a
International Advanced Manufacturing Park (IAMP), adjacent to the company that continues to provide
Nissan Sunderland Plant value to its customers and society.
・ Renewable energy Microgrid to deliver 100% clean electricity for
Nissan and its suppliers on the IAMP
・ 2nd life EV batteries used as energy storage for ultimate
sustainability
・ This comprehensive projects represent 6,200 jobs at Nissan and in
its UK suppliers

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 022

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

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Investors

Our response to COVID-19 outbreak

We offer our deepest condolences to all those affected by the COVID-19 outbreak, and express the sincere gratitude to all the healthcare and
frontline workers for their tireless work during the pandemic.
Nissan has supported our communities and valued the relationship with them as one of our most important missions.
At Nissan, the health and safety of stakeholders including communities, employees and their families are always our highest priorities. Nissan has
implemented proactive actions, such as providing vehicles and supplies to medical institutions and local governments, in order to prevent the spread
of COVID-19.
Nissan will continuously respond to the needs of local society, making the best use of the know-how and experience we have developed.

In-kind Support for Medical Institutions through our

manufacturing
Nissan has used its manufacturing capabilities to produce face shields
and medical gowns in Japan, the U.K., and the U.S., and delivered them to
medical institutions and local governments.
At Nissan s powertrain plant in Barcelona, Spain, the company has
China: Manufacturing mask-making machines Japan: Making medical gowns
cooperated with QEV Technologies, Eurecat and Hospital de Sant Pau to
make ventilators.
In Brazil, engineers at the Resende Plant have helped repair ventilators
through a partnership with other carmakers.

Brazil: Repairing ventilators The U.S.: Making face shields

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 023

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

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Investors

Lending Cars to Medical Institutions

Nissan lends and provides vehicles to medical institutions and donates food supplies. Vehicles
are lent to governments, municipalities, medical institutions and other organizations in Japan,
Asia, Europe, South Africa, South America and other locations. For example, in Thailand,
partnering with the Red Cross, Nissan has started a caravan project to transport medical
supplies and food to local communities, with Nissan employees participating as drivers. Thailand: Providing vehicles to project delivering medical supplies and food.

Nissan licenses technology free of charge to support the measures against

COVID-19
To promote the fastest possible development and manufacturing of therapeutic drugs,
vaccines, medical devices and infection control products, Nissan joins as one of the founders
of "IP open access declaration against COVID-19". Nissan agreed not to seek compensation
nor asset any patent, utility model, design or copyright claim against any activities aimed at
combatting the pandemic.
Nissan s contactless temperature-measuring sensor detects infrared rays from an object
or area. It can display images, such as temperature distributions, with a resolution of about Contactless temperature measuring devices
2000 pixels and can be manufactured at significantly lower cost than sensors made using developed by Chino Corp, using Nissan’s
technology
conventional technologies. The measuring devices are used in facilities such as schools,
airports and medical facilities to help prevent the spread of COVID-19.

Other Initiatives
In protecting the health and safety of employees, we strive to thoroughly prevent infections in the workplace globally, strengthen office hygiene
measures*1 and recommend indirect employees work from home to reduce the risk of infection in the workplace and while commuting.
Although some Nissan community contribution activities have been canceled due to COVID-19 unfortunately, we have launched new initiatives*2 such
as online virtual factory tours and online eco-school.
*1 Employees Health and Safety 　　　　　　　>>> P178
*2 Community Engagement           >>> P186

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 024

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

GRI1102-14 GRI102-15 GRI102-23 GRI102-28

A Message from Yasushi Kimura, Chair of the determines compensation and other details for individuals based on policies
regarding the determination of Board member and executive officer
Board of Directors compensation. A new stock compensation system (transfer-restricted stock
units) was also introduced, while directors contributed to medium- to long-
Nissan has entered a major milestone year for the achievement of the term business performance and raised motivation, incorporating mechanisms
NISSAN NEXT business transformation plan targeting sustainable growth that seek compensation for the Company in the event of fraudulent or
and earnings stability. To solidly execute these reforms and restore the trust illegal activities. As part of audits related to the execution of duties by
of society as quickly as possible, there are great expectations for Board of Board members and executive officers, the Audit Committee receives
Directors transparency and fairness as a supervisory body. individual reports related to the creation of an internal controls system and
management status, including risk management and cybersecurity. Further,
My role as Chair is to ensure discussions among Board members are in terms of Board of Directors efficacy, in March 2021, a self-assessment
energetic and at the same time highly productive and constructive. In was conducted in the form of a questionnaire for directors that was reported
practice, this requires an important balance between respect and certain to the Board of Directors in May 2021. Upon review, the Audit Committee
distance in which executives and Board members so that each side can confirmed the effectiveness of the Board of Directors.
stimulate the other on a foundation of trust. To ensure executives are able
to decisively carry out their duties and meet the expectations of a wide Nissan pioneered the development of electric vehicles (EVs) ahead of other
range of stakeholders̶from Nissan shareholders to Nissan employees̶ companies. In January 2021, we announced the new goal of achieving
the Board of Directors monitors executives to confirm that the management carbon neutrality throughout the vehicle life cycle, including Nissan business
process has been executed activities, by 2050. It is extremely important that Nissan indicates its
appropriately. intentions in terms of the direction it will take as the automobile industry
and entire world approaches enormous transformations. I have a great
In fiscal 2020, the Nomination interest myself in the overall transformation of the auto industry. Moving
Committee deliberated three forward, I think one topic that is worth addressing in discussions among the
points: Proposals for the selection Board of Directors is the long-term management approach that needs to
of Chief Executive Officer and be taken to enhance corporate value. Now that Nissan is realigning itself
directors, as well as an appropriate on a growth trajectory, we will continue fulfilling our responsibilities as
succession plan for the President Directors to enable further contributions promoting societal and corporate
and Chief Executive Officer. developments̶ and above all ̶ sustainability.
The Compensation Committee
Chair of the Board of Directors
Nissan Motor Co., Ltd.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 025

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

SUSTAINABILITY AT NISSAN
GRI102-11 GRI102-12 GRI102-15 GRI102-16 GRI102-47 GRI103-1 GRI103-2 GRI103-3

SUSTAINABILITY STRATEGY Corporate Purpose

Driving innovation to enrich people's lives
Sustainability at Nissan
To fulfill 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 value to all
themes in order to determine which key issues Nissan and all its
stakeholders.
Group companies should address as both a global corporation and an
As it develops as a company through its full range of global activities, Nissan
automobile manufacturer, and then ensure that the results are reflected
seeks to create economic value and contribute to the resolution of each
in its sustainability strategy. Nissan also reviews key issues in light of the
issue facing society as a leading global automaker. Nissan is committed
latest trends, including stakeholder concerns and interests along with
to all stakeholders including customers, shareholders, employees and the
technological innovations, and incorporates them into the formulation of its
communities where it does business and contributing to the development
sustainability strategy.
of society, through the realization of cleaner, safer and more sustainable
With regard to climate change, which is one of Nissan s key issues, the new
mobility as well as the provision of related services.
goal has been set to achieve carbon neutrality across the vehicle life cycle
including procurement by 2050, and strategic areas have been identified for
achieving it. In addition, as expectations for corporate human rights initiatives
are rising, Nissan clarified the priority areas for human rights issues that it
should address to engage in strategically.
Additionally, since fiscal 2020, we have responded to the COVID-19
outbreak as part of Nissan s sustainability strategy. Putting the health and
safety of employees and local communities first, we are implementing

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 026

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

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various measures based on the advice of experts. Key Themes for Nissan Sustainability 2022:
Furthermore, we proactively deploy social contribution support for local Realizing a Zero-Emission, Zero-Fatality Society
communities at each Nissan site globally, and participate in the IP open
The wide availability of automobiles has let countless people enjoy the
access declaration against COVID-19 . In accordance with this declaration,
convenience that comes with automotive mobility as well as the pleasure
Nissan will not seek compensation, nor assert any patent, utility model,
of driving itself. At the same time, however, increased greenhouse gas
design or copyright against any activities whose purpose is to prevent the
emissions and traffic accidents are pressing issues for the world today.
spread of COVID-19.
Nissan is using its position as a world-leading automaker to pursue the
*For a highlight of our climate change initiatives
ultimate goals of achieving zero emissions, through carbon neutrality
>>> P014 across the life cycle of its products by 2050, and zero fatalities, through
*For more information on our human rights initiatives the elimination of virtually all fatalities that result from traffic accidents
>>> P117
involving Nissan cars. To this end, the company will work together by growing
as an inclusive organization that supports a diverse range of employees
in demonstrating their abilities and developing as professionals over the
Sustainability Strategy: Nissan Sustainability 2022 medium and long term.
Today s society is broadly affected by megatrends like demographic shifts Corporate Purpose

and advancing urbanization, both of which are increasing global demand Driving Innovation to Enrich People’s Lives

for mobility. Rapid technological advances are transforming the automobile

industry, inaugurating a period of unprecedented change. To allow Nissan to Realizing a
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
E
Environmental
S
Social
G
Governance

to the sustainability of society as well as its own sustainable growth as a

company.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 027

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

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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.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 028

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

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Selecting Key Report Themes Participation in the UN 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 UN Global Compact was originally proposed by UN 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 UN Global Compact.

https://www.unglobalcompact.org/

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 029

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
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GRI102-21 GRI102-40 GRI102-42 GRI102-43 GRI102-44

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 stakeholders as those individuals and organizations that etc.), owners meetings, vehicle maintenance,
mailing service
influence or are influenced by the company s business. The company aims
• Company performance and issues
to align its corporate activities with societal needs. Nissan gathers and Direct contact (including whistleblowing
• Workplace diversity
Employees system), intranet, internal events,
integrates stakeholder feedback into its operations to build trustworthy • Workplace environment
interviews, surveys
• Career, training
relationships. To incorporate as many opinions as possible, the company
Suppliers conferences, dealer • Fair trade
provides various opportunities for dialogue with stakeholders and seeks to Suppliers and conventions, business meetings, direct • Nissan s sustainability policies,
identify opportunities and risks in their early stages. These interactions take Dealers contact, briefings, events, corporate medium-term business plan,
guidelines, websites and purchasing policies
place at its global headquarters and other facilities in Japan and globally.
Direct contact with IR team, shareholders
Nissan established this structure to ensure feedback reaches the company. Shareholders and meetings, financial results briefings, IR • Strategies, performance, and
sustainability initiatives to
For specific examples of dialogue with stakeholders, please refer to the Investors events, IR meetings, websites, Nissan enhance corporate value
Management Report, mailing service
company s sustainability strategy section.
Governments, Direct contact, joint research studies, • Legal compliance
Industrial initiatives with industry organizations, • Cooperation with
demonstration experiments
Associations and roundtables, opinion-exchanges and and other public measures
Business Partners other events • Promote joint programs
Direct contact, management of
• Cooperation and support for
Nissan’s NGOs and NPOs
philanthropic programs, donations,
the resolution of societal
disaster relief activities, events,
Customers
Stakeholders Shareholders
assistance via foundations
issues
Employees
and Engagement and Investors Direct contact with business facilities, • Local community
local events, plant visits, philanthropic
Opportunities Nissan s Stakeholders
Local Communities
activities, conferences, traffic safety
contributions
and Future • Corporate philosophy
Local Communities and Suppliers and awareness campaigns, assistance via
Generations • Nissan s sustainability
Future Generations Dealers foundations, educational programs,
websites initiatives
Governments, Industrial
NGOs and Associations and Business
NPOs Partners

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 030

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

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Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
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Nissan s Approach to Shareholder and Investor Communication with Shareholders and Investors
Engagement The IR department conducts quarterly results briefings and meets frequently
Nissan s shareholders and investors are partners in the creation of a more online with institutional investors and analysts from securities companies.
sustainable society. To that end, and to facilitate deeper understanding, The department proactively communicates about the company s operations
the company has an active investor relations (IR) program that provides and initiatives at business briefings and equity conferences hosted by the
transparent information promptly. The company, along with its chief various securities companies. Topical information is also available on the
financial officer (CFO), conducts constructive dialogues with shareholders IR website. Each year we hold events to present our business activities
and investors. In order to build trustworthy relationships, the company to investors and analysts, focusing on themes most relevant to them and
communicates its long-term vision, innovations applied to enhance making available our divisional and regional managers to actively provide the
competitiveness and the latest market trends on a timely basis. The company required information.
also established a department dedicated solely to investor relations. The
IR department gathers materials from relevant functional sections, such as In September 2020 and March 2021, the IR department hosted roundtables
corporate planning, finance, accounting, and legal, and discloses appropriate with its independent outside directors for institutional investors. In October
information. Questions and feedback from shareholders and investors are 2020, the department conducted a briefing with its executive officer in
reported to executive management and reflected in the company s corporate charge of research and development. The session focused on Nissan s
decision making. In order to mitigate the risk of insider trading, the company electrification technologies and intelligent functions that included a R&D tour
refrains from communicating with investors during the period beginning on and a new model test drive at the Nissan Technical Center. In March 2021,
the quarter-end date and ending at the time of the announcement of the the IR department held a session with 4R Energy Corporation, a Nissan
earnings results. subsidiary, on the secondary usage of EV batteries.

The company will continue to disclose information to its stakeholders and

investors in order to increase their understanding of Nissan.

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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Major shareholder engagements in FY2020 Shareholders Meeting

The General Meeting of Shareholders provides an opportunity for Nissan s
• FY2019 full year financial
executive management and its shareholders to communicate directly with
results • FY2020 first half financial
Q1 • The 121st Annual General Q3 results each other. Through this meeting and other gatherings, the company aims
Shareholders Meeting to develop trust with its shareholders and enhance their understanding of
Nissan.
▪FY2020 3rd quarter financial
▪FY2020 1st quarter financial results The 121st Ordinary General Meeting of Shareholders was held at its global
Q2 results Q4 ▪Published Nissan Management
headquarters on June 29, 2020, and was attended by 295 shareholders.
Report

* Click here for more IR information.

　https://www.nissan-global.com/EN/IR/

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
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GRI102-11 GRI102-26 GRI102-27 GRI102-28 GRI102-31 GRI102-32 GRI102-36 GRI103-2

GRI103-3
Nissan s Sustainability Decision-Making Process
INTERNAL EFFORTS TO PROMOTE
SUSTAINABILITY Executive Committee

Company-wide management of specific activities under Nissan s Proposals/reports Decisions

sustainability strategy, from setting goals to monitoring progress, is the
responsibility of the Global Sustainability Steering Committee chaired by
the company s Chief Sustainability Officer (CSO). The committee meets
biannually and includes management representatives from functions for
Global Sustainability Steering Committee
each of the ESG areas. Each function is responsible for advancing its own
activities and progress is reported to the committee. Nissan implements Chairperson
the PDCA (plan, do, check, act) cycle in pursuit of improved sustainability Chief Sustainability Officer
performance. As in past years, two committee meetings were held in fiscal
2020. Representatives from sustainability strategy-related functions
Discussions at the Global Sustainability Steering Committee are reported
at Global Headquarters and regional offices
and proposed to the Executive Committee (EC), Nissan s highest decision-
making body, which then uses that information to make decisions on
Executives roles on sustainability and its performance
sustainability policies and future initiatives.
assessment
Top managements including executive officers are expected to create
corporate and social value to realize Corporate purpose Driving innovation
to enrich people s lives .
The compensation reflects whether the company s response to the
sustainability issues meets the expectation from the society.

・KPI for Environment: External rating for climate action 

・KPI for Social: External rating for human rights

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GRI102-47 GRI103-2 GRI103-3

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
opportunities and issues in our business operations, as well as societal Achieve carbon
・Product CO2 emissions reduction:
expectations and issues. neutrality by 2050
40% reduction of CO2 emissions
across the life cycle
from new cars (vs. FY2000; JPN, U.S.,
Additionally, Nissan has set the new goal for achieving carbon neutrality of its products
Europe, China)
Climate change ・By the early 2030s
across the entire life cycle of its products by 2050. As part of this effort, by all new vehicles
・Overall reduction of CO2 emissions
from corporate activities: 30%
the early 2030s every all-new Nissan vehicle offering in key markets will be offering in major
reduction of CO2 emissions per
markets will be
vehicle sold (vs. FY2005; global)
electrified. electrified
In achieving its goals for each of the initiatives and realizing our Long-Term

Environmental
Vision, we are aiming to achieve both our own sustainable growth and the Zero new material
resource use
sustainable development of society. ・Using materials that
New resource usage minimization
Resource do not rely on newly
・Reduce new natural resource usage
dependency mined resources for
by 30% per vehicle
70% of the materials
Approach to Nissan s Long-Term Vision and Goals for 2022 used in each vehicle
in 2050

・Cabin air quality improvement:

Balance of Nissan's Growth and Development of Society Promote research on technical
solutions
Air quality Zero impact
・Reduce VOC from MFG: Promote
Opportunities Long-Term Vision reduction of VOC per paint area (vs.
Societal FY2010)
and Issues in
Expectations and
Nissan's Business
Issues ・Water withdrawal reduction
Operations Goals for 2022 (manufacturing) : 21% reduction of
Water scarcity Zero stress
water withdrawal per global production
(vs. FY2010)

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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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
Achieve sustainable development by creating A fully functioning framework for the framework to oversee progress of
prevention of conduct violations and for each monitoring activity
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

Governance
with diverse backgrounds in terms of race, system to ensure entire Nissan
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

Currently adjusting FY2022 targets

Realize zero- based on new method for aggregating
Occupational safety accidents, zero- the accident frequency rate; the short-
and health illnesses and a safe term goal this fiscal year is to remain at
workplace or under the previous fiscal year rate of
frequency

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

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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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
priority areas of focus Nissan considers
based on analysis of society’s feedback, such
Act social trends, external
Check as rating agencies and
evaluations and research ESG investment.
on competitors.

External communication

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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EXTERNAL ASSESSMENT CDP Climate Change and Water Security 2020

Today companies are assessed on their environmental and social Nissan s water resource initiatives and
performance as well as their financial performance. An increasing number disclosure of information in fiscal 2020
of investors use these assessments to guide their ESG investment resulted in being certified as an A-List
decisions. To meet these investor needs, Nissan takes a focused approach company in the Water Security category
to sustainability activities and proactively discloses information about its for the second consecutive year by CDP, a
business operations. non-profit organization and world-class authority on the environment.
At the same time, Nissan received an A- in their Climate Change category.
FTSE4Good Index Series, FTSE Blossom Japan Index Consequently, Nissan has been evaluated as Leadership Level in two
categories for the second consecutive year since fiscal 2019.
Developed by global index provider FTSE Russell, the FTSE4Good Index
Series and FTSE Blossom Japan Index measure the performance of
Clarivate Top 100 Global Innovators 2021
companies demonstrating
strong Environmental, For the eighth consecutive year, Nissan was
Social and Governance selected as one of the Clarivate Top 100 Global
(ESG) practices. Both Innovators by Clarivate Analytics. In deciding this
are widely used to create award, Clarivate Analytics uses its proprietary
and assess sustainable database of patent information to analyze not just
investment funds and other recipients advanced and innovative technologies
financial products. The FTSE Blossom Japan Index was created exclusively but also whether or not their development of
for Japanese companies. In the 2020 assessment, Nissan continued to solutions has broad application in the real world.
be selected as a constituent of the FTSE4Good Index Series, as well as a The award recognizes the most innovative
constituent of the FTSE Blossom Japan Index for the fifth consecutive year. companies and organizations in all industries
around the world.
* Click here for more information on the FTSE4Good Index Series
https://www.ftserussell.com/products/indices/ftse4good

* Click here for more information on the FTSE Blossom Japan Index
https://www.ftserussell.com/products/indices/blossom-japan

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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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 also 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.

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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Goal Nissan s
SDG Targets Contribution Nissan s Approach Indicators FY2018 FY2019 FY2020 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 76% 76% (Most recent compared to
3.6 traffic
the areas of vehicles, individuals and society. vehicles compared to 1995 reduction reduction data is 2019) 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 13.6% 13.9% 14.7%
posts filled by women 16% by 2023
equality demonstrate their potential to the fullest.

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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Goal Nissan s
SDG Targets Contribution Nissan s Approach Indicators FY2018 FY2019 FY2020 Targets
Results Results Results
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 18.7% 23.0％ 16.0% 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 10.2% 10.2％ 10.5% 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 1.73 MWh 1.75 MWh 2.11 MWh ー
the manufacturing process. produced
efficiency

Economic Encourage the growth of the world economy through 11.6 trillion 9.88 trillion 7.86 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 21.5 26.0 24.3 ー
opportunities anywhere.

Promote workstyle reforms that provide a crucial

Establishing foundation for supporting diversity and inclusion,
8 8.5 Employee turnover rate 6.2% 6.6％ 4.6% 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 UN
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 0.35 0.49 0.36 ー
implementation of employee safety and health (Japan)
accidents
activities.

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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Goal Nissan s
SDG Targets Contribution Nissan s Approach Indicators FY2018 FY2019 FY2020 Targets
Results Results Results
Investment: Investment: Investment:
Work to protect the environment through business Environmental 2.54 billion 1.82 billion
3.79 billion
activities and the provision of revolutionary products, conservation costs yen, yen, ー
Improving yen, Cost: 171 Cost: 184 Cost: 152
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) 8,433 tons 6,465 tons 4,742 tons ー

NOx emissions 418 tons 380 tons 364 tons ー

Reducing air Reduce air pollutants from the manufacturing
12.4
pollutants process. SOx emissions 34 tons 14 tons 10 tons ー

Emissions of substances (Most recent

3,398tons 3,313tons ー
designated by PRTR data is 2019)
12 Incorporate the three Rs at the new car design stage End-of-life vehicle
99.6% 99.2% 99.4% ー
and reduce waste materials. recovery rate (Japan)
Reducing 10.2% 5.8% 7.4% BAU –2% (Japan)
12.5 and
waste Reduce waste materials from the manufacturing Waste reduction rate (Japan) (Japan) (Japan)
BAU –1%
process with methods such as recycling. (BAU ratio) 2.6% 4.3％ 4.4％ (overseas)
(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

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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Goal Nissan s
SDG Targets Contribution Nissan s Approach Indicators FY2018 FY2019 FY2020 Targets
Results Results Results
Reduce CO2
Reduce CO2 emissions
emissions by
by 40% relative to
Reduce CO2 emissions from new cars. 33.0% 34.8％ 37.4％ 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. 31.4% 34％ 33.7% 30% relative to
FY2005) FY2005 levels by
FY2022

Use carbon credits and reduce CO2 emissions. Credit amount (Spain) 42,787 t-CO2 38,845 t-CO2 26,153 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 UN 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

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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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,
Operating Board of Renault S.A. President and Chief President and Chief
automotive alliances. Through a new cooperation business model, the Executive Officer of Executive Officer
Nissan Motor Co., Ltd. of Mitsubishi Motors
Alliance aims at enhancing the competitiveness and profitability of each of Corporation
the member companies by capitalizing on individual company s strengths and
complementing their strategies. The Alliance Operating Board
Established in March 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.

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A Business Model for Enhancing Competitiveness and all product segments, technologies, and across all geographies, enabling
Profitability the companies to maximize fixed cost sharing as well as leverage existing
assets. In 2020, Nissan revealed the Ariya, an all-electric crossover SUV.
Following many years of collaboration, the Alliance announced its next step
The Ariya is the first Nissan model to adopt the Alliance-developed CMF-EV
forward in January 2020 with the launch of a new cooperation business
platform. This modular platform was designed to be used only for EVs and
model that will build on existing Alliance benefits by leveraging individual
can cover multiple vehicle segments.
member s leadership position and geographic strengths to support business
development.
At the same time, by appointing a reference company to specific regions and
allowing that company to utilize and build on its strengths, the Alliance aims
Each with its unique set of strengths, culture and legacy, the three
to strengthen its competitiveness as a whole. For example: Nissan is the
companies have agreed to contribute to each other s continued
reference company for China, North America and Japan; Renault for Europe,
development, by working together through a business model that allows for
Russia, Latin America and North Africa; and Mitsubishi for ASEAN and
each company to bring out the most of its assets as well as its performing
Oceania.
capabilities.

Through these strategic initiatives, the Alliance enables each member

Under the new business model, the Alliance has implemented the following
company to utilize their expertise to full potential, which in turn reinforces
initiatives:
their competitiveness, sustainable profitability and social and environmental
・Adopting a leader-follower scheme in order to enhance efficiency in product
responsibility.
and technology development
・Each company takes on the role of reference company in specific regions
ALLIANCE NEW COOPERATION BUSINESS MODEL
where they have their strengths and provides support to other member MORE COMPETITIVENESS AND SUSTAINABLE PROFITABILIT Y
companies to enhance their competitiveness LE ADER / FOLLOWER VEHICLE LEADER / FOLLOWER TECHNOLOGY REFERENCE REGION
・Being a benchmark for top industry standards for performance in products,
technologies and markets

The aim of the leader-follower scheme is to enhance return on investment by

expanding the Alliance s existing standardization strategy. This collaborative
investment in platforms, powertrains and technologies reaches across ALLIANCE PURCHASING WITH FURTHER EFFICIENCY

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Environmental
Environmental Policies and Philosophy …… 046 Water Scarcity ………………………………… 098
Climate Change………………………………… 057 Third-Party Assurance ……………………… 102
Air Quality ……………………………………… 084 Strengthening Our Business Foundations … 104
Resource Dependency ……………………… 088

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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
to our activities a shared concern for people, society, nature and the earth. In addition to deepening our understanding of the environment, we conduct
This commitment and concern is embodied in every Nissan product and in all all of our operations, including production and sales, with consideration
of the company's operations, including sales, as the driving force of Nissan's for people, society, nature and the Earth, as a means of contributing to the
ongoing contributions to a better society. building of a better society.
We provide customers with innovative products and services, by promoting
the effective use of energy and resources, by diversifying our sources and Ultimate Goal
making active use of renewable energy and recycled materials. These are
We will manage the environmental impact caused by our operations and
just some of the ways in which Nissan is striving to achieve a Symbiosis of
products to a level that can be absorbed by nature and pass on rich natural
People, Vehicles and Nature.
capital to future generations.
To this end, we have clearly defined our ultimate goal: To reduce the
environmental impact and resource consumption of our corporate operations
and vehicles
What We Want to Be: A Sincere Eco-Innovator
Nissan s Environmental Philosophy :
throughout their A Symbiosis of People, Vehicles and Nature Sincere: Proactively address environmental challenges and reduce our
lifecycle to a level ・More efficient mobility impact on the environment.
Sunlight ・Expansion in distance travelled
that can be absorbed Eco-Innovator: Develop a sustainable mobility society through innovative
naturally by the Earth. ・Higher efficiency
・Renewables technology in products and services.
Energy
and set what we want
Social & Emissions & waste
economic
activities Within levels nature can absorb
Resources
・Reduced use
to be. This means ・Recycling

endeavoring to leave
as small an ecological
Thermal radiation

footprint as possible. * Based on Beyond Growth: The Economics of Sustainable

Development, by Herman E.

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 046

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

Quick Guide For

Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
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GRI102-12 GRI102-15 GRI103-1

Nissan s Understanding of Environmental Issues must be continuously improved and advanced; we seek to provide greater
value for society by delivering sustainable mobility for all while alleviating
Environmental and social issues are attracting more and more attention environmental impacts associated with climate change, natural resource
in recent years. With the world s population expected to reach 9 billion by dependency, water use and other issues.
2050, society faces problems in areas such as poverty and hunger, energy, We decide which environmental priorities we address and our level of
climate change and various conflicts. Among these, the problem of climate engagement based materiality assessments in light of social trends and
change is considered to be the cause of widespread natural disasters that consultations with various stakeholders.
occur frequently all over the world every year, thus it is more necessary than
ever to curb the effects of climate change. To address these issues, the * Click here for more information on how Nissan supports the SDGs.
United Nations adopted a resolution in September 2015 titled Transforming >>>P038
Our World: the 2030 Agenda for Sustainable Development. The Agenda GRI102-29 GRI103-1 GRI103-2 GRI103-3
contains 17 Sustainable Development Goals (SDGs) and 169 targets, and
there are high expectations that corporations as well as nations will play a Nissan s Strategic Approach to Environmental
major role in realizing the SDGs. Nissan supports the SDGs, as it recognizes
Issues
the growing importance of delivering safe, secure and sustainable mobility
for all and providing value to society. To positively contribute to the resolution of global environmental issues,
The auto industry is dependent on the global environment in complex and Nissan believes in the importance of listening to various voice from society
diverse ways, while also having significant impact on the environment. and undertaking an assessment process to identify priority issues. These
Nissan is tackling a range of issues to promote sustainability by advancing materiality assessments involve analyzing latent opportunities and risks,
measures to mitigate climate change and conserve energy, preserve air determining material issues that are of mutual relevance to Nissan and our
quality and other natural capital, use mineral resources efficiently, properly stakeholders, contributing to the formulation of medium- and long-term
manage chemical substances, efficiently allocate scarce resources and environmental strategies.
promote good health. We are also improving our business to reduce our In considering environmental materiality, we applied the methods of the
dependence on fossil fuels. Corporate Ecosystem Services Review (ESR),* developed by the World
As a global automaker, we take active steps to identify the direct and indirect Resources Institute (WRI) in cooperation with the World Business Council for
environmental impacts of our activities, working with business partners Sustainable Development (WBCSD) and the Meridian Institute based on the
and society to minimize the negative impacts of our products and services UN Millennium Ecosystem Assessment (MA). As a result, we specified three
throughout their lifecycle. We acknowledge that our activities and efforts priority areas on which we should focus as an automaker: Procurement of

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 047

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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Energy, Procurement of Material Resources and Usage of Water Resources. Materiality Analysis (Environment) and SDGs Comparison
A fourth area that is linked directly to people s health Air Quality was cited as
being within the scope of consideration, as the swelling of urban populations Materiality SDGs Nissan Principal Approach
Fuel economy
and economic development are often accompanied by deteriorating air quality. Lower vehicle emissions,
Transition and physical risks improve in-cabin air quality
These were analyzed internally in terms of opportunities and risks for induced by climate change
Nissan with reference to the 2030 Agenda for Sustainable Development, Reduce water consumption
Electrification
and manage water quality
centered on the SDGs, as well as the discussions at the World Economic Introduction of renewable energy at
facilities Reduce CO2 emissions from
Forum, the Paris Agreement adopted at the 21st Conference of the Parties vehicles and corporate activities
Promotion and development of
(COP21) and other global agendas. Moreover, through direct discussions MaaS (Mobility as a Service)*
Vehicle to Everything（V2X）
with international environmental experts, investors and NGOs/NPOs, as well Energy efficiency at facilities power management
as through separate dialogues with our Alliance partners, we subsequently Reduce, reuse, recycle
Expand autonomous drive
Resource efficiency
identified environmental materiality for Nissan. Environmental materiality and other technologies
Chemical substance management
corresponds to the objectives of the SDGs, and Nissan's approach
Material sourcing Effective use of resources
contributes to the realization of the SDGs. Emissions from products, in-cabin
air quality Reduce CO2 emissions from
vehicles and corporate activities
* Click here to read Ecosystem Services and the Automotive Sector, a report outlining the Human health Appropriate management of
conclusions of the Corporate Ecosystem Services Review conducted by Nissan. Emissions from facilities chemical substances
https://www.nissan-global.com/EN/DOCUMENT/PDF/ENVIRONMENT/SOCIAL/ecosystem_ Water use at facilities
services_and_the_automotive_sector.pdf Reduce water consumption
Wastewater and landfill manage- and manage water quality
ment
Ecosystem services and biodiversity
Stakeholder engagement Collaborations with stakeholders
such as local governments and
Occupational health and safety NGOs

* MaaS (Mobility as a Service): Car sharing and other mobility services that do not require actual
car ownership.

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

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GRI102-11 GRI102-15 GRI201-2

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

NISSAN MOTOR CORPORATION SUSTAINABILITY REPORT 2021 049

 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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to substantially influence on our financial situation. Envisioned scenarios and associated opportunities and risks
To avoid risks such as these to the extent possible and create future Scenario Area of Business Activity Opportunities and Risks Related to
opportunities, Nissan is leveraging knowledge gained from scenario Assumption impact Ongoing Climate Change
analysis for use in actual activities and reviewing strategies for expanding Respond to further tightening of vehicle fuel efficiency
resilience. and exhaust gas regulations, develop electric powertrain
Policies and technologies and increase production costs
We will continue to implement these initiatives by embodying our vision
regulations Increased burden of energy costs due to expansion
for 2030, further enhancing the disclosure of information and placing
of carbon taxes, expand investment in energy-saving
importance on dialogues with our stakeholders.
equipment as policy
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°
C 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°
C
The need for securing emergency power sources using
Opportunities EV batteries is increasing as a disaster prevention and
mitigation measure

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
Response to COVID-19 Directors Message to the SDGs

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GRI102-15 GRI201-2

Building a Resilient Climate Change Strategy for energy-efficient mobility. We are meeting those needs by clearing
stringent CO2 emissions regulations, as outlined in the NISSAN NEXT*2
The incremental move toward decarbonization could generate major new transformation plan calling for annual aggregate sales of 1 million 100%
risks for businesses. In addition to transition risks resulting from changes in EV and e-POWER vehicles by fiscal 2023. In our corporate activities, we
policies and regulations, technologies, markets and reputation, there are also are actively advancing energy-saving measures, shifting to climate-efficient
growing physical risks, as climate change raises the frequency of extreme logistics and introducing renewable energy sources.
weather conditions. Recognizing climate change as a risk for the financial Based on these risks and opportunities, Nissan announced it will achieve
system, the G20 Financial Stability Board established the Task Force on carbon neutrality in the vehicle life cycle by 2050 as a long-term vision*3
Climate-related Financial Disclosures (TCFD) to encourage disclosures for climate change. We will realize a carbon-neutral future by promoting
that would enable investors to make informed decisions. In its June 2017 the electrification of automobiles and pursuing the sustainability of our
final report, the Task Force proposed a recommendations framework for business activities in line with the expansion of renewable energy and
information disclosure. charging infrastructure in society. To achieve this, from the early 2030s, all
Nissan considers climate change to be an issue that goes to the heart of its new models introduced in major markets will be electrified. In establishing
operations. The Global Environmental Management Committee (G-EMC), and implementing the medium-term environmental action plan NGP2022*4
co-chaired by a board member, identifies trends in climate-related risks and up to 2022 for realizing our long-term vision, we formulate various future
business opportunities and adopts strategies accordingly. Climate change climate change scenarios and strengthen the resilience of our climate
and other environmental risks comprise a category of risks for corporate change strategy. In addition, to convey information to investor and other
management and are regularly monitored by the Internal Control Committee stakeholders in an easily understandable manner, Nissan supports TCFD
to strengthen corporate governance. recommendations and strives to disclose information in line with the TCFD
A scenario analysis*1 is conducted on transition risks, physical risks and recommended framework.
opportunities due to climate change based on the 4°C and 1.5°C scenarios
created by the International Energy Agency (IEA) and IPCC 1.5°C *1 Details on Climate Change Scenario Analysis
Special Report. We specified as major risks tighter regulations on fuel Strengthening Strategies for 2050 Society Using Climate Change Scenario Analysis
economy and CO2 emissions, intensifying competition in the EV market >>> P049
*2 Click here for more information on NISSAN NEXT
and physical damage due to extreme weather conditions. We determine
https://www.nissan-global.com/EN/IR/MIDTERMPLAN/
specific measures to be taken by each division after clarifying the risks and *3 Long-term vision for climate change:
opportunities̶ including those relating to climate change ̶for our company. >>> P014
Additionally, climate change also greatly heightens customer needs * Products: Life cycle carbon neutral by 2050
Click here for more information on Policies and Philosophy for Product Initiatives.
>>> P059

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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* Strengthening Strategies for 2050 Society Using Climate Change Scenario Analysis and related decisions in a reliable and transparent manner. We actively
>>> P049
communicate with a broad range of stakeholders through our Sustainability
* Corporate activities: Carbon neutral vehicle life cycle by 2050
Details are posted on the page of "Policies and Philosophy for Corporate Activity Initiatives"
Report and by answering inquiries from various environmental rating
>>> P072 agencies.
*4 Click here for more information on the Nissan Green Program 2022 (NGP2022)
https://www.nissan-global.com/EN/ENVIRONMENT/GREENPROGRAM/FRAMEWORK/
* Climate change indices, targets and achievements, along with Scope 1, 2 and 3 emissions
Global Environmental Management Framework
are contained in this report under NGP2022 Framework and Action Plan, Product Initiative:
Achievements and Environmental Data. Dialogue with stakeholders

Major Issues
GRI102-20 GRI102-31
Climate Change
Global Environmental Management Framework Suppliers Product Manuf. Sales Use,
Resource Dependency
and Governance System Air Quality
and and tech.
Procurement Development
and
Logistics
and
Offices
Service and
ELV

To promote comprehensive environmental management as a global company Water Scarcity

while responding to a diverse array of environmental issues, Nissan has a
Nissan Global and Regional Environmental Management
governance system built on dialogue and partnership with each region and
many corporate functions, as well as with a variety of stakeholders.
The Global Environmental Management Committee (G-EMC), co-chaired
by a board member, determines overall policies and the content of reports
Environmental Management Organization
put before the Board of Directors. Its meetings are attended by corporate
officers chosen based on the issues to be discussed. Executives also clarify Global/corporate focuses Functional/regional
focuses Customers
Board of Directors
risks and opportunities at the corporate level and determine the specific Plan
PDCA
Board of
Directors
NGOs/NPOs

programs to be undertaken by each division, using the PDCA cycle to

Global Environmental Advisory Business
Employees
manage and operate the environmental programs efficiently. Environmental Environmental
Management Act Strategy Do PDCA Meetings, etc. partners
Committee Organization
risks are regularly reported in the Internal Control Committee meetings to Shareholders and
National and local
governments
PDCA investors
strengthen corporate governance. Check Communities and
future generations

Corporations today are expected to disclose their environmental initiatives

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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Environmental Action Plan: Nissan Green Evolution of NGP

Program (NGP)
We first announced the Nissan Green Program (NGP) medium-term
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/

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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GRI102-29 GRI102-31

NGP2022 Key Issues and Challenges and reduce the impact on ecosystems
 ・Water Scarcity: We aim for zero stress ,Reduce water consumption and
Based on environmental materiality analysis, Nissan has identified climate manage water quality with monozukuri that is considerate of impact and
change, air quality, resource dependency and water scarcity as dependency on ecosystems
important issues under NGP2022. Furthermore, in order to contribute to
the resolution of these four important issues and create new value, we are
also working to strengthen the business foundation related to environmental
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
resource Create systems that use resources efficiently and sustainably,
and provide services able to use vehicles more effectively (circular
economy)
 ・Air Quality: We aim for zero impact ,Ensure cleaner exhaust emissions
and create a comfortable in-cabin environment to protect human health

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NGP2022 Action Plan 12% reduction of CO2 emissions

Reduction of
per production (vs. FY2005;
Activities NGP2022 Objectives FY2020 Results 7 CO2 emissions of Reduced by 27.8%
Japan, North America, Europe
logistics
 Climate change (Product)
and China)

Long-term vision: Realize carbon neutrality by 2050 Reduction of

CO2 emissions at 12% reduction of CO2 emissions
8 Reduced by 16.3%
Product CO2 40% reduction of CO2 emissions offices (including per floor area (vs. FY2010)
1 emission from new cars (vs. FY2000; Reduced by 37.4% R&D sites)
reduction Japan, U.S., Europe and China)
Reduction of 12% reduction of CO2 emissions
Nissan LEAF is the first 9 CO2 emissions at per floor area (vs. FY2010; Reduced by 19.1%
global mass market EV and dealers Japan)
Solid EV accumulated sales over 500,000
2 ー units. Start pre order of new
leadership EV[ARIYA] with advanced
technologies Expansion of Consumption rate of renewable
Expansion of renewable energy
10 renewable energy energy at manufacturing plants
introduction
use 10.5%

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 36.8%
Long-term vision: Realize carbon neutrality by 2050 at manufacturing
FY2010)
sites
Overall reduction
30% reduction of CO2 emissions  Resource dependency
of CO2 emissions
5 per vehicle sold (vs. FY2005; Reduced by 33.7%
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 29.7% biomaterials technical solution
at manufacturing
FY2005; global)
sites

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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Activities NGP2022 Objectives FY2020 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 2020.

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 Promote supplier engagement
24
suppliers engagement and reduce globally 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 7.4％(Japan) Guidelines adoption
19
(manufacturing) (overseas) reduction of waste Reduced by 4.4%(overseas)

Education Distribute DVD of Nissan Waku-

Waste to landfill Global expansion of Nissan Waku Eco school and conduct
Reduced waste to landfill ratio 27 program for the online program
20 reduction Landfill ratio reduction Waku-Waku Eco school program
to3.4% (global) next generation
(manufacturing)

 Water scarcity Collaboration Participated in campaign

with NGOs Enhancement of collaboration sponsored by WWF Japan,
28
Water withdrawal 21% reduction of water for ecosystem and partnerships with NGOs continued joint projects with
21 reduction withdrawal per global production Reduced by 15.6% conservation Conservation International
(manufacturing) (vs. FY2010)

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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CLIMATE CHANGE
STRATEGY FOR ADDRESSING Nissan s Steps to Reduce CO2 Emissions
CLIMATE CHANGE The business structure of the automobile industry is changing greatly in the
face of demands to reduce CO2 emissions and dependence on fossil fuels.
GRI103-1 GRI103-2
Nissan has been proactively engaged in environmental responsiveness and
Toward a Carbon-Neutral Society the creation of social value, such as reducing CO2 emissions and realizing
the practical use of electrification technologies. We will further develop
In 2015, the United Nations Climate Change Conference (COP21) adopted
these initiatives and promote global activities targeting carbon neutrality
the historic Paris Agreement to keep the increase in global temperature to
in 2050, aiming for 100% electrification in the early 2030s. As a global
well below 2°C.
automaker, Nissan considers emissions across the entire value chain it
At COP24, held in 2018, parties agreed on concrete guidelines to achieve
shares with its suppliers, from procurement of raw materials to transportation
the goals of the Paris Agreement, namely, to peak-out global greenhouse
and operation of vehicles. We understand how important it is to balance
gas (GHG) emissions as early as possible and to strike a balance between
environmental initiatives with business activities, and strive to reduce
GHG emissions from human activity and carbon absorption by nature by the
emissions through new technology development, renewable energy use and
second half of this century.
other measures.
The United Nations Sustainable Development Goals (SDGs), announced as
part of its 2030 Sustainable Development Agenda in 2015, the same year
as the Paris Agreement, set goals 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.

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Efforts at Every Link in the Value Chain

The Nissan Green Program 2022 (NGP2022) aims to achieve carbon
neutrality by reducing emissions from our corporate activities, products and
services.

CO2 Emissions in the Value Chain*

Offices,
Suppliers Production Logistics Vehicle usage
dealerships
Recycling
19.520 2.610 1.483 180.880
0.619
million tons million tons million tons million tons
million tons

Reducing CO2 emissions from corporate activities Reducing CO2 emissions from products and service

* Actual emissions in 2018.

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
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PRODUCT INITIATIVES Although NGP2022 has achieved some success, in recognition that efforts
made so far are insufficient in terms of the IPCC Special Report: Global
GRI103-1 GRI103-2 Warming of 1.5°C published in 2018, and in terms of national / local
Policies and Philosophy for Product Initiatives government and customer expectations for carbon neutrality in each market,
Nissan is working toward higher goals by aiming for carbon neutrality in the
Reduction of Emissions from Products and Services vehicle life cycle and all business activities by 2050. As a milestone toward
According to a 2014 report from the Intergovernmental Panel on the realization of this goal, in January 2021 we announced that Nissan has
Climate Change (IPCC), the transport sector was responsible for 14% of set the goal of achieving carbon neutrality across the company s operations
anthropogenic greenhouse gas emissions from all economic sectors in 2010. and the life cycle of its products by 2050. As part of this effort, by the
As a business in this sector with continued growth in both unit sales and early 2030s every all-new Nissan vehicle offering in key markets will be
amount of passenger activity, Nissan is aiming to decouple emissions from electrified.
company growth. Nissan will promote the evolution of new technologies and businesses, and
under the umbrella of Nissan Intelligent Mobility,* we take a unified approach
to bringing new technologies, functions, businesses and services to market.
Our Long-Term Vision
Based on the IPCC Fourth Assessment Report, Nissan made its own * Click here for more information on Nissan Intelligent Mobility.
estimation, and in 2006, set a scientifically-based long-term CO2 emission https://www.nissanusa.com/experience-nissan/intelligent-mobility.html

reduction target for new vehicles by 2050.

Recognizing that this would require drastic reduction of well-to-wheel
CO2 Reduction Scenario
CO2 emissions from new vehicles, we set about developing a new scenario CO2 emissions from new cars Well-to-Wheel CO 2 emissions
reductions with future powertrains
（%） （%）
for powertrain technologies. Additionally, under the Nissan Green Program 100 100
30% 40%
2022 (NGP2022), to remain on track with this target, we are aiming to
80 80
reduce CO2 emissions from new vehicles by 40% compared to fiscal 2000
60 60
by 2022 (in Japan, the U.S., Europe and China) throughout the value chain
as a whole. As a global leader in technological advancements through the 40
Renewable
electricity
40

electrification of our products, we believe we can substantially contribute to 20 20

Offset carbon
the global efforts to keep the temperature increase well below 2°C. These 0 2000 2016 2022 2050
Internal
combustion
Internal
combustion
Electric
vehicle
emission
Fuel-cell
electric vehicle
0
base (FY) engine engine (EV) (FCEV)
initiatives also reinforce the sustainability of our own business. (non-hybrid vehicle) (hybrid vehicle)

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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
themselveswe, 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
Building a Zero-Emission Society with EVs
taking a comprehensive approach that involves boosting production and
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 Battery secondary use
numerous zero-emission partnerships with national and local governments, Zero-emission vehicle
electric power companies and other industries to promote zero-emission engineering, manufacturing

mobility and explore how the necessary infrastructure can be built.

Construction of vehicle-charging Secondary use and recycling

infrastructure of batteries

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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 690,000 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.

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GRI103-2

Managing actions through Products 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 product development aimed at mitigating real-world connected car development and commercialization
CO2 emissions that addresses vehicle, driver and new mobility value. Develop e-Pedal, which regenerates energy when the driver eases up the
accelerator pedal. and e-POWER electric powertrain fusing gasoline engines
and electric motors, promote adoption of route guidance technologies based
on real-time information from departure point to final destination.

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.

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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 （%） 37.4％reduction
100
100
Nissan strives to develop technologies that maximize the overall energy
95
efficiency of conventional internal combustion engines and improve 90.1

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 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 62.6
60
driving.
By fiscal 2022, we aim to achieve a 40% reduction in CO2 emissions* 2000 2005 2013 2014 2015 2016 2017 2018 2019 2020 （FY）

compared to fiscal 2000 levels.

* From new vehicles in the Japanese, U.S., European and Chinese markets. In fiscal 2020, CO2 emissions in Nissan s main markets of Japan, the U.S.,
Europe, and China were 37.4% lower than fiscal 2000 levels, as measured
by Corporate Average Fuel Economy (CAFE).
In particular, fuel efficiency has improved compared to fiscal 2019 due to the
introduction of new models in the United States and Europe.

* Reduction in CO2 emissions calculated by Nissan.

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Nissan s technologies of electrification realizing EV Evolution from the Nissan LEAF to the Nissan ARIYA
Carbon Neutrality Nissan LEAF is Zero Emissions Vehicle, emitting no CO2 or other exhaust
when driving. Since its launch in 2010, it has earned high praise for the
Accelerating the Advancement and Promotion of smooth, strong acceleration and quiet operation of its electric motor
Electrification Technologies powered by a lithium-ion battery. Cumulative global sales of the Nissan
Nissan has set the goal to achieve carbon neutrality across the company s LEAF, which celebrated its 10th anniversary in 2020, has exceeded 524
operations and the life cycle* of its products by 2050. As part of this effort, thousand units (as of Mar. 2021）. We believe this is not only due to values
by the early 2030s every all-new Nissan vehicle offering in key markets will such as its zero emission driving, but the result of customers appreciating
be electrified as we pursue further innovations in electrification. Nissan unique EV characteristics such as outstanding driving performance
Nissan calculations show that the Nissan LEAF and other EVs can such as acceleration and steering stability.
reduce CO2 emissions over their entire lifecycle relative to gasoline-
powered vehicles of the same class―from the extraction of raw materials,
manufacturing, logistics and use, to end-of-life disposal. By contributing
to the shift to renewable energy, EVs play an essential role beyond
transportation in helping to achieve a low-carbon society.
Nissan is working on advances in electrification technologies that can
reduce CO2 emissions, as well as the development of systems that can be
installed in various vehicle models. Nissan LEAF Nissan ARIYA

* The vehicle life cycle includes raw material extraction, manufacturing, use, and the recycling or * For more information on Nissan LEAF lifecycle assessment.
reuse of end-of-life vehicles. >>> P109

Nissan's first crossover EV announced in 2020, the Nissan ARIYA, is a

further refinement of technologies cultivated in the Nissan LEAF, resulting
in an advanced EV that combines powerful acceleration and smooth, quiet
operation to make the most of the EVs unique qualities.
The newly developed powertrain boasts superior performance across all
grades. The newly developed motor reduces energy consumption during

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high-speed cruising, realizing a range of up to 610 km*1 (2WD 90 kWh Enhancing Our 100% Electric-Motor-Powered
battery-equipped model WLTC mode, Nissan measurement). Supporting e-POWER Drivetrain
quick charges up to 130 kW, the addition of a water-cooled temperature
The e-POWER system combines an electric motor, which drives the wheels,
control system keeps the temperature of the battery more constant to
with a gasoline engine that charges the vehicle s battery. e-POWER is a
enable charging sufficient for distances up to 375 km with a quick charge of
technology that achieves both the smoothness and strength of 100% motor
30 minutes*2.
drive and top-level fuel efficiency. It also offers driving comfort similar to that
*1 The distance ranges referenced in this report are Nissan measurements prior to certification
of an EV, making e-POWER a new powertrain completely different from the
and are subject to change until the starting sales. hybrid systems commonly used in previous compact cars. As the gasoline
engine does not directly drive the wheels, it can be run under optimal
*2 Using a CHAdeMO quick charger capable of 130 kW output or above. Charging times and
conditions (RPM, load) at all times to generate electricity. In city driving,
amounts subject to change based on conditions such as battery state of health.
where it is expected to see frequent use, the e-POWER achieves top-
Lower cost powertrains are essential for broader EV adoption, but battery class fuel economy*. In e-POWER Drive mode, the driver can accelerate or
technical innovations in particular are a major issue. Specifically, Nissan decelerate simply by using the accelerator pedal, and the regenerative brake
will further promote the development of battery materials that reduce system also helps improve fuel economy by charging the battery.
the amount of costly cobalt used. We are also conducting research and
* As of when the model first went on sale, as measured in WLTC mode: Note e-POWER, 29.5
development on all-solid-state batteries, which have the potential to
km/L.
dramatically improve safety and reduce costs.
Depending on the spreading of EVs, the utilization of used battery will be
In November 2016, in Japan, we launched the first vehicle to feature our
the next issue and its market will also expand. 4R Energy Corp., which is
innovative new e-POWER drive system: the new compact Note e-POWER.
funded by Nissan, established a plant in Namie, Fukushima Prefecture, and
In March 2018, the e-POWER system was further expanded to the Serena
has been developing technologies for the reuse of used batteries. Nissan is
e-POWER, also for the Japanese market. In June 2020, it was expanded to
already creating a business model in which used batteries collected from the
the Nissan Kicks. The Note e-POWER, Serena e-POWER and Nissan Kicks
market are sorted according to their condition and performance and supplied
have received high praise from customers, with the Nissan Kicks named
to various secondary users, passing on the value of reused batteries
one of the 6 Best Cars of the Year at the 30th Annual (2021) RJC Car of
to customers. We will drive the increased spread of electric vehicles by
the Year Awards sponsored by the Automotive Researchers' & Journalists'
expanding this model into a business and further reducing the hurdles to EV
Conference of Japan (RJC). At the same time, the e-POWER system
ownership for customers.

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equipped on the Nissan Kicks won the RJC Technology of the Year. Having performance and driving performance at a high level. As with EVs, we will
been launched in markets both in Japan and overseas, the e-POWER work to further reduce costs by developing battery technologies, dedicated
equipped Nissan Kicks has received favorable praise from local media and engines for power generation and simplified systems customized for fixed-
journalists around the world. point operation. Additionally, we are developing technologies that achieve
the world's highest level of 50% thermal efficiency with a next-generation
In December 2020, we launched the all-new Note, equipped with the engine dedicated to power generation for e-POWER and we promote
second-generation e-POWER system. Additionally, global expansion of technological developments enabling further reductions in CO2 emissions
e-POWER equipped vehicles is progressing, starting with the addition of an (fuel efficiency improvement).
e-POWER model on the Qashqai for Europe.
We are also working on the development of a system for the premium The Growing Importance of Commercial Vehicle
segment that can achieve Electrification
overwhelming quietness Replaced Serena with old and new Note fuel
economy comparisons It is estimated that commercial vehicle sales, which account for 25% of
by taking advantage
Note automobile sales, will increase to 50% in 2030, thus commercial vehicles
of e-POWER
88.6 electrification is important for carbon neutrality.
functionality to 90
From June 2014, Nissan was first to sell the EV multipurpose commercial
minimize vibration from
80 van e-NV200 in European countries and Japan. Compared to commercial
the power generating
vehicles based on internal combustion engines, the e-NV200 is able to
engine.
70 reduce running costs and offer superior environmental responsiveness,
62.4
60.8 including consideration for the impact of noise on the surroundings.
Going forward, 60
Furthermore, the e-NV200 has power outlets in two locations drawing up
e-POWER will
50 to a total of 1,500 W of electricity from the onboard engine for electrical
continue to evolve
generation, which can be used to secure power on the go in business,
as a technology
40 for outdoor events and leisure activities, such as for refrigerators when
that can be installed Previous NOTE Previous NOTE New NOTE outdoors or camping, as well as a power source in the event of a disaster. On
in a wide range Internal combustion e-POWER model e-POWER model
engine model construction sites, noise problems can be alleviated as there is no need to
of vehicle models
* CO2 emissions calculated from the fuel consumption rate in use an engine-powered generator. In Europe, Nissan is proposing a concept
while balancing
JC08 mode (measurement method of Japan s Ministry of Land, combining comfort and practicality through self-sufficient electricity with the
environmental Infrastructure, Transport and Tourism).

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"e-NV200 Winter Camper concept" making it possible to charge the 220- Progress in Plug-in Hybrid Vehicles
volt battery using solar panels mounted on the roof.
Plug-in hybrid electric vehicles (PHEVs) are hybrid cars that can run
Additionally, in 2020 the Tokyo Fire Department will begin using a zero-
on electricity charged from an external source as well as fuel. With this
emission (EV) ambulance based on the NV400. Since ambulances must
combination of engines and electric motors, they provide motor operation
reduce the physical discomfort for both patients and paramedics, and
equivalent to EVs. We are actively developing PHEVs, leveraging Alliance
because they need to be equipped with precision medical equipment, Nissan
technologies with a view to launching them in the future.
thinks quiet EVs with low vibration have strong merits. As this vehicle is
also equipped with two lithium-ion batteries providing 33 kWh and 8 kWh,
it is possible to operate electrical equipment and air conditioners for longer Fuel-Cell Electric Vehicles
periods of time. It also enables the ambulance to be used as a mobile power Powered by electricity generated from hydrogen and oxygen, fuel-cell
source in the event of a power outage or disaster. electric vehicles (FCEVs) are another type of zero-emission vehicle that
Going forward, Nissan will continue to expand its lineup of electric does not produce CO2 or other harmful emissions. We believe that, as part
commercial vehicles, including the introduction of next-generation small vans of building a sustainable mobility society, both FCEVs and EVs are viable
utilizing the Alliance platform, and promote the manufacture of commercial options from an energy diversity perspective.
vehicles with zero emissions. In alignment with Japanese government policies, we joined forces with
Toyota Motor Corp., Honda Motor Co. and other companies to establish
Japan H2 Mobility, LLC (JHyM), targeting the full-fledged development
of hydrogen stations for FCEVs in Japan. Addressing the key issues
raised during the initial stage of FCEV promotion, JHyM will ensure that
infrastructure developers, automakers and investors all do their part to
support the successful strategic deployment of hydrogen stations and
effective operation of the hydrogen station business in Japan.
In June 2016, Nissan unveiled an e-Bio Fuel-Cell system that runs on
As a mobile power source, the e-NV200 has a range Zero-emission (EV) ambulance bioethanol electric power. The new system features a solid oxide fuel-cell
of business applications. based on the NV400
(SOFC) power generator. SOFC technology can produce electricity with high
efficiency using the reaction of oxygen with multiple fuels, including ethanol
and natural gas.

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SOFCs can use a variety of fuels, enabling the use of existing fuel the use of aluminum materials for hoods and doors to which the closed-
infrastructure, and have the advantage of presenting relatively low hurdles loop recycling process*1 is applied. The recycling of waste aluminum is an
in terms of infrastructure adoption. Because our technology combines the environmentally friendly technology that can save more than 90% of energy
efficient electricity generation of SOFC with the high energy density of liquid required to make a comparable amount of aluminum from raw materials.
fuels, it can enable driving ranges on par with gasoline-powered vehicles. In 2020, the Note adopted the use of Ultra High Tensile Strength Steel
Commercial users that require higher uptime for their vehicles should with increased strength up to 1470MPa. We are promoting the use of
increasingly be able to take advantage of this solution thanks to the short these technologies in a wide range of vehicle models to reduce weight and
refueling times it offers. contribute to the reduction of energy consumption by reducing the amount
of materials used and engaging in recycling.
Weight Reduction Technologies Supporting Carbon In addition to technological advances in terms of materials and production
Neutrality methods, the e-POWER system, which employs a newly designed motor and
inverter in line with structural optimization, has been adopted for the new
Along with improving the efficiency of batteries, engines and electric
Note released in 2020. This realizes vehicle weight reductions of 15% for
powertrains, reducing the weight of vehicle is important for reducing CO2
the motor and 30% for the inverter while increasing output by 6%. Nissan
emissions.
will continue to proactively develop lightweight technologies to lower CO2
Nissan is working weight reduction in three ways: substituting materials,
emissions and reduce dependence on new mined resources in order to
developing better forming and joining techniques and optimizing vehicle
achieve carbon neutrality.
body structure. In terms of materials, we are rapidly expanding the use of
ultra-high-tensile steel realizing high strength and formability, which is used *1 Closed loop-recycling: The reuse of waste and scrap generated during manufacturing and
for the body frame components on a wide range of vehicle models, from kei used products collected in-house as materials for parts of the same quality or reuse in similar
minicars to the INFINITI. products.
* For details about aluminum recycling activities, please see the following page:
In 2018, we adopted 980 megapascal (MPa) Ultra High Tensile Strength
>>> P021
Steel with High Formability, which features further improvements in collision
energy absorption performance, for the INFINITI QX50, and in 2019, SAE
International presented Nissan with the "SAE/AISI Sydney H. Melbourne
Award for Excellence in the Advancement of Automotive Steel Sheet,
among other accolades. In 2020, we expanded use of 980 MPa Ultra High
Tensile Strength Steel with High Formability to the Rogue, and applied

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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 bi-directional chargers.
As part of our efforts to help build the EV ecosystem, we launched a Using inexpensive electricity in the evening during off-peak periods and
group of solutions we call Nissan Energy. Nissan Energy has three main excess electricity generated by solar panels during daytime reduces
components, each of which is designed to support our customers lifestyles electricity costs and helps promote a model of local generation of electricity
with EVs in a different way. for local-consumption.
Furthermore, Nissan Energy Share makes it possible for EVs to provide
Nissan Energy Supply backup power during blackouts or emergencies.
Nissan Energy Supply includes various electric charging solutions that bring Local communities can connect multiple EVs to regional power grids to
ease and convenience to the lifestyles of our EV customers. charge or discharge electricity in accordance with power supply and demand
The majority of our EV customers find it convenient to charge their EVs at balance, which contributes to the stability of a community s power supply
home. To help ensure that our vehicles can be safely charged, we guide and promotes renewable energy use. EV s high-capacity batteries have high
customers to use suitable charging equipment and engage qualified potential for usage as social infrastructure, by storing renewable energy like
installers to install electrical outlets dedicated to EVs. solar power for which generation is difficult to control.
The Nissan LEAF, which offers an ample driving range for daily use, utilizes
a fast-growing charging network, providing drivers with confidence during
longer distance drives and short outings.
Our dedicated EV app lets customers find and check the real-time status of
charging stations. This not only makes charging easier and more convenient
but also provides a seamless charging experience. As of the end of January
2021, approximately 35,600 quick chargers conforming to the CHAdeMO
protocol have been installed worldwide.

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Global Spread of Nissan Energy Share Nissan Energy Storage

Through collaborations with electric power companies, Nissan participates Nissan EV batteries offer high performance even after being used in cars.
in demonstration projects around the world to verify how Nissan EV charge As more and more customers switch to EVs, the supply of batteries capable
and discharge control (V2G, Vehicle to Grid), which is connected to power of secondary use is expected to increase significantly.
systems, help stabilize the supply and demand of electricity in society and In 2010, Nissan, as an EV pioneer, joined forces with Sumitomo Corp. to
the extent of economic and environmental benefits. establish 4R Energy Corp., which specializes in repurposing lithium-ion
In the United Kingdom, in conjunction with the electric power company batteries. The intention is to fully utilize resources by promoting the four Rs
E.ON, we launched a project to install bi-directional chargers onsite at of lithium-ion batteries-reuse, resell, refabricate and recycle with the aim of
Nissan Technical Center Europe and verify compatibility between V2G and building an efficient cycle of battery use.
the efficient operation of company-owned vehicles (e4Future Project). We
have also launched a project with the electric power company OVO Energy
to install bi-directional charger in Nissan EV customer homes and verify the
economic benefits of optimally controlling household power consumption
(Sciurus Project).
Going forward, Nissan will continue to conduct V2G projects in the U.K.,
France, Belgium and Italy in collaboration with the electric power company
EDF, a V2G project (REVS Project) aimed at frequency stabilization in the
Australian Capital Territory implemented with the electric power company
Actew AGL and the local government, and building energy management
services (V2B, Vehicle to Building) in collaboration with US charging service
provider Fermata Energy among other initiatives with our partners to
increase and disseminate the value of EVs as batteries throughout the world.
Based on results obtained from projects in each region, Nissan want
to maximize the efficacy and economic benefits of EV charging and
discharging operations and make Nissan Energy Share into a business as
soon as possible.

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Reuse system realized using EV batteries Launched Testing to Expanding EV Usage in California
In conjunction with 4R Energy Corp., Nissan aims to create secondary usage California s active promotion of five million zero-emission vehicles by 2030
method business models compatible with the capacity changes of individual has helped make it the U.S. state with the largest volume of private EV
Nissan EVs and batteries that will be fully utilized (cascade reuse) throughout sales. Even so, drivers still tend to use EVs for short-distance travel such as
the electric vehicle lifecycle. shopping or commuting. At the request of NEDO, and with the California
In September 2019, Nissan and 4R Energy announced the establishment of government s cooperation, Nissan Motor Co., Ltd. (NML) and Kanematsu
a new solution for fixed storage batteries built with used batteries from the Corp. started a project in November 2016 in partnership with U.S. charging
Nissan LEAF. To get started, we launched a proof-of-concept demonstration infrastructure service provider EV go to install over 57 fast chargers in
of procuring electric power from renewable energy " at 7-Eleven stores in more than 26 new locations along one of California s most important travel
10 locations across Kanagawa Prefecture. Under this scheme, 7-Eleven will arteries. At the same time, the project created information service systems
introduce a package consisting of the Nissan LEAF electric vehicle and fixed to guide EV users to the most appropriate fast charger. These initiatives are
storage batteries built with used batteries from the Nissan LEAF. The Nissan part of a pilot business to demonstrate the efficacy of expanding the driving
LEAF, which will be introduced as a commercial vehicle, will become a range of EVs. The project was designed to expand the driving range of EVs
stationary storage battery after its use as a car has ended. The introduction to include intercity travel, and ran until September 2020, collecting and
of a package like this facilitates the creation of a circular system that takes analyzing a range of EV data to establish models for further expansion of EV
into account the reuse of batteries. 4R Energy has developed a stationary usage.
storage battery with Vehicle-to-Everything (V2X) functionality, representing
a further advance in the aforementioned stationary storage battery, and in
line with CO2 reductions during regular operations, Nissan is promoting the
introduction of this package in a wide range of companies and municipalities
as a BCP response for emergency situations.

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CORPORATE ACTIVITY INITIATIVES Long-Term Vision and Road Map

IPCC 1.5 C special report published in 2018 stated the impacts of
GRI103-1 GRI103-2 GRI302-5
global warming of 1.5 C above pre-industrial levels and the context of
Policies and Philosophy for Corporate Activity strengthening the global response to the threat of climate change.
Initiatives Although NGP2022 has achieved some success of greenhouse gas
reduction from corporate activities, in 2021, Nissan set targets for realizing
Reducing CO2 Emissions from Corporate Activities carbon neutrality in the vehicle life cycle in 2050, and will accelerate
Nissan is taking steps to reduce its greenhouse gas emissions from greenhouse gas reduction from corporate activities to realize carbon neutral
corporate activities by promoting energy efficiency measures and also the society
use of renewable energy.
Based on calculations incorporating the findings of the Fourth Assessment NGP2022 Long-Term Vision
Report from the Intergovernmental Panel on Climate Change (IPCC), Nissan
established the goal of reducing its overall corporate CO2 emissions by 100% 100%
20% 30%
2050. Also, 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

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GRI103-2

Management of Corporate Activity Initiatives Overall

NGP2022 Objectives (manufacturing, logistics, offices, dealerships):
Targets for each link in the value chain under the Nissan Green Program 30% reduction in CO2 emissions from global corporate activities by 2022
2022 (NGP2022) aimed at achieving our long-term goal of carbon neutrality (vs. 2005/per vehicle sold)
in the vehicle life cycle in 2050 are as follows:

Manufacturing Logistics
36% reduction in CO2 12% reduction in CO2
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)

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GRI102-49 GRI103-2 GRI103-3 GRI302-1 GRI302-2

GRI302-4 GRI305-1 GRI305-2 GRI305-4 GRI305-5

These innovations include Nissan s development of a new water-based paint
Corporate Activity Initiatives: Achievements that successfully controls the viscosity of body paint, which had been difficult
to control at low temperatures, realizing a low-temperature body paint. This
33.7％ Reduction in Emissions from Corporate Activities enables the simultaneous painting of the body and bumpers, reducing CO2
In fiscal 2011, Nissan broadened the scope of its CO2 reduction objectives emissions by 25%. In the past, residual airborne paint was mixed with water
to include logistics, offices and sales companies, as well as production sites. and disposed of as waste. However, the adoption of dry booths do not use
We expanded our emission-related initiatives, introducing high-efficiency any water at all and enable to collect 100% of the residual airborne paint,
equipment, energy-saving measures and the use of renewable energy, and which is reused as an alternative to auxiliary agents to remove impurities in
also strengthened our management of these initiatives. Our objective is to the iron casting process.
reduce CO2 emissions associated with corporate activities by 30% globally
* Click here for more information on Nissan Intelligent Factory
by fiscal 2022 compared to fiscal 2005 levels, as measured by the index of
https://global.nissannews.com/en/releases/release-ca298f94d2418782118342f5fd0448b6-
CO2 emissions per vehicle (total emissions generated from Nissan global 191128-02-e
corporate activities divided by total Nissan vehicles sales volume). In fiscal
2020, we achieved a 33.7% reduction from the fiscal 2005 t-CO2 /vehicle
level.

* Global CO2 emissions per vehicle: Calculated by dividing the total volume of CO2 emissions
produced through Nissan s corporate activities globally 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.

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Saving Energy in Global Production Baking process

Most CO2 emissions in the manufacturing process come from the Body + bumper
Painting process Body paint baked painted simultaneously
consumption of energy generated by fossil fuels. We engage in a variety of at 140°C

energy-saving activities in the manufacturing process in pursuit of the lowest

Baking process
energy consumption and CO2 emissions of any automaker.
In the realm of automotive production technology, we are introducing highly Painting process Baked at 85°C
Bumper paint
efficient equipment, improving manufacturing techniques and using energy- baked at 85°C

saving lighting in our assembly plants. Other key approaches are the three-
wet paint process and low-temperature baking technology used for vehicle Simultaneous Painting of Body and Bumpers
CO2 emissions have been reduced by simultaneously painting the body and bumpers using a new
painting, which enables the body and bumpers to be painted at the same
technology and consolidating them into one process (right) and drying at a low temperature (85°
time. Approximately 30% of CO2 emitted from manufacturing plants comes C) instead of the conventional two-step process (left).
from the painting process, thus shortening or eliminating processes and
lowering temperatures during the process will lead to a reduction in CO2 At the same time, in the powertrain production technology area, Nissan
emissions. The low-temperature three-wet painting technology introduced is working to reduce holding furnace energy usage in cast iron melting
by Nissan enables the body and bumpers which were previously painted processes conducted by the Casting Division. Traditionally, in the melting
separately, to be painted at the same time, reducing CO2 emissions from the process, two holding furnaces were used to store two types of cast
painting process by 25% or more*1. Nissan has implemented this technology iron melts with adjusted carbon and sulfur component contents. Now,
in the new production line at the Tochigi Plant (launched in 2021) and will intermediate molten metal with a low carbon and sulfur content is stored in
gradually expand its roll out as painting facilities become more sophisticated one holding furnace. When transporting from the holding furnace to another
in the future. Also, systems for recycling air expelled from booths for reuse process, the ingredients are adjusted by adding additive materials, creating
needed dehumidifying processing to ensure that the air was at the humidity two types of molten metal and making it possible to eliminate one holding
required. Dry paint booths can reuse air without dehumidifying it, reducing furnace. As a result, power consumption was reduced by approximately
energy consumption to less than half its previous levels. This technology 3,600 MWh per year (CO2 conversion: Approximately 1,700 tons per year; oil
was adopted for the dry paint booths at our Sunderland Plant in the United conversion amount: Approximately 900 kiloliters per year). This corresponds
Kingdom (operating since September 2018) and has also been implemented to about 11% of the power consumed in the melting processes conducted
on the new line at the Tochigi Plant. by the cast iron factory located onsite at the Tochigi Plant. In light of this
*1 Source: Nissan achievement, Nissan won the Agency for Natural Resources and Energy
Three-Wet Paint Process (Combined Primer and Topcoat Application)

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Award in the Small Group Activities category at the Energy Conservation activities and introduced cutting-edge energy-conservation technology from
Grand Prize Awards for fiscal 2019, sponsored by The Energy Conservation Japan in our plants worldwide. Around the globe, our plants learn and share
Center, Japan (ECCJ). 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
Cast iron melting process a potential reduction in CO2 emissions of some 45,300 tons*3 in fiscal 2020,
according to our calculations.

Before After
Cupola Cupola
When sourcing energy, we consider the balance of CO2 emissions for the
entire company alongside renewable energy usage rate and cost, choosing
Desulfurization Two kinds of molten metal
Desulfurization / process Gray cast iron
suppliers best suited for achieving each goal. Through such activities, CO2
carburization
process Improvement Intermediate molten metal Ductile cast iron
emissions per vehicle produced in fiscal 2020 were brought down to 0.52
Gray cast iron Ductile cast iron
tons, a reduction of 29.7% from the fiscal 2005 level.

Holding furnace
*2 Established in Japan in 2003, then in Europe, Mexico and China in 2013
Holding furnace Holding furnace *3 Source Nissan
Adding additives

To reach our defined objectives for CO2 emissions and energy use, we solicit
facility proposals from each global site, preferentially allocating investment
based on the potential CO2 reduction compared to project costs. Making
the value of carbon a key factor in internal evaluations lets us invest more
efficiently and be more competitive. In Japan, we converted outdated
facilities into cutting-edge high-efficiency facilities with investments to
improve energy efficiency, including energy-saving roof insulation upgrades.
Our plants use finely controlled lighting and air conditioning for low-energy
use and low-energy-loss operations. We promote CO2 emission reduction

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Energy Input （FY） （FY）

Unit 2016 2017 2018 2019*3 2020 Unit 2016 2017 2018 2019*3 2020

Total MWh 10,189,082 9,532,840 9,252,737 8,313,893 7,655,514   External

 By region    Electricity

   (purchased)
MWh 5,247,663 4,755,897 4,711,467 4,384,282 3,851,011

  Japan 4,497,562 4,084,912 3,700,532 3,438,939 3,015,419    Renewable

MWh
   energy*1
MWh 157,226 133,212 135,574 123,225 181,815

  North America 2,643,303 2,452,299 2,570,438 2,180,450 1,909,902    Chilled

MWh
   water
MWh 12,919 6,661 7,487 5,086 3,530

  Europe 1,093,103 1,126,186 1,048,201 913,521 888,089    Heated

MWh
   water
MWh 4,690 5,000 5,000 2,706 2,635

  Other MWh 1,955,115 1,869,443 1,933,566 1,780,983 1,842,105    Steam MWh 136,593 128,038 102,324 125,662 96,960

 By energy source   Internal

  Primary    Electricity
   (in-house MWh 11,847 14,609 13,214 43,668 65,183
   generation)
   Natural gas MWh 3,537,674 3,701,640 3,579,998 3,079,723 3,089,803
   Renewable
   energy*2
MWh 11,847 14,609 13,214 43,668 65,183
   LPG MWh 249,426 179,945 191,405 175,559 144,478

   Coke MWh 217,431 218,618 200,527 154,961 100,144 Total renewable MWh 169,073 147,821 148,788 166,893 246,998
energy
   Heating oil MWh 209,232 147,522 113,200 90,078 69,618
*1 Volume of renewable energy in electricity purchased by Nissan.
   Gasoline MWh 303,040 299,000 259,045 243,166 184,021 *2 Volume of renewable energy generated by Nissan at its facilities and consumed for its own
purposes.
   Diesel MWh 57,488 48,259 53,074 23,246 25,315 *3 Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019 data in
Sustainability Report 2020. FY2019 data has been updated for Sustainability Report 2021.
   Heavy oil MWh 43,853 27,652 15,995 16,303 22,816

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Energy Inputs and Energy Consumption Carbon Footprint of Corporate Activities （FY）

The total energy consumption of our global corporate activities during fiscal Unit 2016 2017 2018 2019* 2020

2020 was 7.656million MWh, a 9% decrease from fiscal 2019. This Scope 1 t-CO2 963,661 912,476 889,444 774,164 737,683

reduction was primarily due to the promotion of energy-saving activities at

Scope 2 t-CO2 2,614,028 2,394,109 2,339,883 2,105,700 1,804,759
facilities and a decline in total production volume. Production sites globally
accounted for 6.513million MWh ★ total energy consumption. Scope 1+2 t-CO2 3,577,689 3,306,584 3,229,327 2,879,864 2,542,442

Japan t-CO2 1,579,089 1,333,335 1,208,303 1,147,686 923,892

★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please
see here. North
t-CO2 823,340 683,332 738,234 648,754 647,465
>>> P102 America

Europe t-CO2 176,285 228,998 221,692 163,553 156,441

（MWh）
10,189,082 Other t-CO2 998,976 1,060,920 1,061,098 919,871 814,644
9,532,840 9,252,737
10,000,000
8,313,893 Scope 3 t-CO2 150,462,000 213,715,000 203,106,900 173,138,601 135,068,055
4,497,562 7,655,514
8,000,000 4,084,912 3,700,532
3,438,939
3,015,419 Japan In fiscal 2020, the total of Scope 1 and 2 emissions was 2.542 million tons.
6,000,000
Total CO2 emissions from manufacturing processes were 1.951million tons ★
2,643,303 2,452,299 2,570,438
4,000,000
2,180,450 North
1,909,902 America (Scope 1 emissions: 0.599million tons ★ Scope 2 emissions: 1.353million
1,093,103 1,126,186 1,048,201
tons ★) .
913,521 888,089 Europe
2,000,000
1,955,115 1,869,443 1,933,566 1,780,983 1,842,105 Other ★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please

0 see here.
2016 2017 2018 2019* 2020 （FY）
>>> P102
* Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report * Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
2021. data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report
2021.

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Carbon Footprint of Manufacturing Activities Promoting Renewable Energy

（1,000t-CO2） Nissan takes three approaches toward promoting the adoption and
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
1,890 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.
In 2016, the plant installed 4.75 MW solar power, and in 2021, additional
0 2005 2017 2018 2019 2020 (FY) installation of 20MW capacity has planned. 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 2020 , our
0.8 0.73 actively uses energy generated from biomass gas and wind power and has
manufacturing CO2 emissions per
achieved a renewable energy usage rate of 50% since 2013. Since June
vehicle produced were 0.52 tons,
0.6
0.50 0.51 0.52 2020, we have further expanded the renewable energy usage rate to reach
0.49 29.7％ less than fiscal 2005.
70%. Solar power generators were also installed on a parking structure roof
0.4
at the India plant in October 2020 and on a warehouse roof at the Egypt
plant in March 2021, both of which have commenced operation.
0.2
Through these efforts, we have enhanced the renewable energy usage rate
0.0 2005 2017 2018 2019 2020 （FY） at our production plants as part of reducing CO2 emissions. In fiscal 2020,
our renewable energy usage rate reached 10.5%.
* In addition, we installed a solar farm (with an output of approximately 200 kW) at a plant in
Spain.

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More Efficient Logistics and Modal Shifts recognized Nissan as an outstanding enterprise for this modal shift to sea
transport.
In 2000, Nissan began sending chartered trucks for pickup and delivery of
At Nissan sites outside Japan, transport methods are selected to best
parts. This approach ̶ adapted widely across the company, including at
match the local geographical conditions. Transport of completed vehicles is
overseas manufacturing sites̶ has increased global operational efficiency.
increasingly shifting from truck to rail or ship, depending on the destination.
We work together with suppliers to optimize the frequency of deliveries and
In China, we are increasing the proportion of completed vehicles that are
transport routes and improve packaging specifications for better loading
transported domestically by ship or rail.
ratios so fewer trucks are required. We are also pursuing a modal shift from
Since 2010, we have also been promoting the use of energy-efficient
trucks to rail for transport.
vessels for sea shipments of our vehicles. Today, our fleet has grown to
Through a 2014 expansion of this approach to include cooperative transport
include seven energy-efficient car carriers*1.
of production parts with other original equipment manufacturers (OEMs),
As we expand our global logistics operations, we will continue to increase
in addition to complete vehicles and service parts, we are seeking further
efficiency and effect a modal shift in transportation, targeting a 12%
efficiency in this area. We work from the design stage of new vehicles
reduction in CO2 emissions by fiscal 2022 compared to fiscal 2005 levels,
to reduce transportation distances by sourcing necessary production
as measured by the index of CO2 emissions per vehicle*2. In fiscal 2020,
components for plants through localization as much as possible.
CO2 emissions per global vehicle were 0.31 tons - a reduction of 11.5%
Our engineers devise efficient packaging for the huge number of parts
reduction of 11.5%.
of different shapes and materials that go into automobiles. Through
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
transported.
In container transport, we have taken a range of measures to improve
* Data related to climate change (initiatives through corporate activities) is also available here.
container filling rates for parts transport, from 40-foot high cube containers >>> P232
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
in Japan are now transported by sea. Parts shipments to NMK from the
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

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CO2 Emissions from Logistics （FY） CO2 Emissions per Vehicle Transported
Unit 2016 2017 2018 2019 2020
（t-CO2/vehicle） In fiscal 2020, CO2 emissions
Total t-CO2 1,926,477 1,567,248 1,482,982 1,144,338 891,817 0.5 per vehicle transported were
0.43
0.38 0.37 0.38 0.31 tons.
Inbound* t-CO2 809,088 739,610 762,314 582,957 392,014 0.4
0.31
0.3
Outbound* t-CO2 1,117,389 827,638 720,667 561,381 499,803
0.2

Sea ％ 17.8 20.0 19.9 21.1 20.1 0.1

Road ％ 62.1 64.6 60.3 64.1 65.9 0.0 2005 2017 2018 2019 2020 (FY)

Rail ％ 5.6 7.0 6.7 5.9 6.7

Air ％ 14.5 8.4 13.1 8.9 7.4

* 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 2020, CO2 emissions from logistics were 891,817 tons, down
approximately 22％ from the previous fiscal year. A substantial contribution
to the reduction of overall CO2 emissions was made by production volume
decrease and reduction of air shipping.

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Office Initiatives Green Building Policy

We promote efforts to reduce CO2 emissions at Nissan offices in Japan, Based on ISO 14001 management processes to evaluate environmental
North America, Europe and China. In Japan, through Nissan Trading, we impact, we make it a key task to optimize our buildings during construction
operate the Nissan Power Producers and Suppliers (PPS) scheme, sourcing or refurbishing to make all our structures greener. Evaluation metrics in this
clean energy for which CO2 emissions and costs have been taken into area include environmental footprint, such as CO2 emissions; waste and
account through Japan s PPS system. emissions from construction methods; and use of hazardous materials and
NESCO teams have also expanded the scope of their activities beyond other quality control issues. Furthermore, one performance index for Nissan
production plants to contribute to reducing emissions in the Nissan in Japan is MLIT s Comprehensive Assessment System for Built Environment
Technical Center in Atsugi. Efficiency (CASBEE)*.
Our efforts go beyond just CO2 management. We are pursuing other Among our current business facilities, our Global Headquarters in the city
environmentally-friendly policies, such as improving our video and telephone of Yokohama, Kanagawa Prefecture, has earned CASBEE s highest S
conference facilities and using software to bring participants in multiple ranking, making it the second Nissan structure to do so following the Nissan
locations together when they need to share documents. This reduces the Advanced Technology Center (NATC) in Atsugi, which is located in the same
number of business trips required worldwide, improves workplace efficiency prefecture.
and reduces costs. Global Headquarters gained a Built Environment Efficiency Rating of 5.6,
the highest CASBEE rating for a new structure, making it one of Japan s
greenest office buildings. The building s use of natural energy sources to
reduce its energy usage and its CO2 emissions were evaluated highly, as
were its methods of water recycling and its significant reduction in waste
produced.

* Comprehensive Assessment System for Built Environment Efficiency

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Dealership Initiatives
Nissan promotes CO2 management at dealerships with the aim of reducing
total emissions per floor area by 1% each year. Our retail outlets also work
continually to increase energy efficiency. Many have adopted high-efficiency
air conditioning, insulation films, ceiling fans and LED lighting. During
renovation work, some outlets have installed lighting systems that make use
of natural daylight, as well as insulated roofs. In addition, to source electricity
with low environmental load, we have broadened supply from PPS systems,
including our own, to provide 120,407 MWh of power (equivalent to an
annual reduction of 1,011 tons in CO2 emissions) to 901 retail outlets in the
Hokkaido, Kanto, Chubu, Tohoku, Kansai, Chugoku and Kyushu regions.
Since April 2000, we have run a unique environmental facility certification
system based on ISO 14001 for dealerships called Nissan Green Shop.
Our environmental policy requires all dealerships in Japan to meet certain
standards and undergo annual audits performed by our teams. The
dedicated evaluation sheet has a total of 84 key performance indicators
(KPIs) and is regularly revised to reflect
the requirements of national legislation,
local communities and the Nissan Green
Program (NGP).

Solar panels installed on the roof of

a Kanagawa Nissan dealership.
Power from the panels is supplied to
dealerships through the Nissan PPS
system.

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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
State of Global Air 2018 report issued by the U.S.-based Health Effects targets for internal combustion engines. With the ultimate goal of making
Institute (HEI), 95% of the world s population currently live in regions where automotive emissions as clean as the atmosphere itself, we have developed
particulate matter smaller than 2.5 μm (PM2.5) exceeds the 10 μ g/ a wide range of technologies and achieved the results listed below through
m3 basic level specified by World Health Organization (WHO) Air Quality cleaner combustion technologies, catalysts for purifying emissions and
Guidelines. Furthermore, the Organization for Economic Cooperation 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)*1 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)*2
global sales of 524 thousand units (as of Mar. 2021）, 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 *1 PZEV: Partial Zero Emissions Vehicle certification set by the California Air Resources Board
*2 U-LEV: Vehicle that produces 75% less nitrogen oxide (NOx) and nonmethane hydrocarbon
(NMHC) than the 2000 emission standards level in Japan.

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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.

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GRI103-3 GRI305-5 GRI305-7

Air Quality: Achievements Compliance with Emissions Regulations (By Region)*1 （FY）

unit 2020
Compliance with Emissions Regulations
(Passenger Cars Only) 75% lower than 2005 standard and
Japan ％ 87.8
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 6d-temp/d ％ 100*2
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 ％ 100
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 6 ％ 100
lowering of fuel consumption while achieving 75% reductions in exhaust
emissions from 2005 standards. As part of these efforts, our compliance
*1 Passenger cars and light commercial vehicles only.
with emissions regulations goes far beyond current legal requirements to
*2 Excluding registration and sales deregulation measures for discontinued models.
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.

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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 36.8% in fiscal 2020 in VOC
emissions per painted surface area compared with fiscal 2010 levels.

* For more information on Air Quality.

>>> P239

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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.
80%
Automobiles are made of many components, incorporating a diverse range New material resources
of resources. The combination of these resources creates new value. Nissan 30%
has increased its resource diversification, using more renewable resources
and recycled materials. While caring for ecosystems, Nissan became more
2010 2050
competitive as we targeted green growth. In working toward the long-term
vision of using materials that do not rely on newly mined resources for 70%
of the materials used in each vehicle in 2050，we will strive to minimize the
use of natural resources and maintain new resource usage at 2010 levels.

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GRI103-2

Resource Dependency Management (EV) batteries in the vehicle use stage, and foster the development of
biomaterials and dieless forming technology for practical use. We will also
In order to use the Earth s precious and limited resources efficiently, the increase the value cars manufactured in this way provide to society and
environmental impact when extracting these resources must be kept to a ensure that cars can be put to best use by promoting electrification and
minimum. At the same time, waste generated during vehicle production and autonomous drive in our products, pursuing connectivity and providing
scrap from end-of-life parts must be recycled as extensively as possible mobility services such as ride sharing.
without compromising quality, producing materials that can be used in the
same types of products. Based on this approach, known as closed-loop
Nissan s Circular Economy Concept
recycling, we have focused our efforts on recycling steel, aluminum and resin
̶three kinds of material which account for a large proportion of vehicle Less energy, more efficient Wider range of
content yet also have a major impact on the environment. Promote reuse material usage applications for cars
and resource
As part of the Nissan Green Program 2022 (NGP2022), Nissan is efficiency
developing systems for using resources efficiently and sustainably
across their entire lifecycle, and has adopted the concept of the Circular Mobility services
Design
Economy to maximize the value it provides to customers and society. In an
Purchase
attempt to use resources efficiently with less energy, we will promote the Recycle Remanufacture Reuse Repair Connected
Manufacturing
use of recycled materials and recycling end-of-life vehicles, and strive to
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

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GRI103-3 GRI301-2 GRI301-3 GRI305-7

Resource Dependency: Achievements Initiatives to Expand Use of Recycled Materials (Ferrous

and Nonferrous Metals)
Reducing Dependence on Newly Extracted Resources
to 70% by 2022 In fiscal 2020, ferrous metals accounted for 61% of the materials used in our
automobiles by weight. Nonferrous metals made up another 13% and resins
Demand for mineral and fossil resources is rising rapidly with the growth of 15%, with miscellaneous materials making up the final 12%. To further
emerging economies. According to forecasts, if growth in extraction volumes reduce our use of natural resources, we are advancing initiatives to expand
continues, all currently known mineral resources will have been extracted the use of recycled materials in each of these categories.
by 2050. There are some existing mining sites and others under exploration
Press process
that are located in areas with vulnerable local ecosystems, generating The hood and doors are stamped New Rogue
concern about the environmental effects of topsoil excavation, deforestation Recycling scrap aluminum saves from aluminum alloy.
more than 90% of the energy that
and wastewater. would be needed to produce metal
To address these issues, Nissan has implemented a policy of minimizing with comparable quality from raw
materials.
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
of resources in the manufacturing process and making more efficient use of
resources.
In the Nissan Green Program 2022 (NGP2022), our goal is to cut the Aluminum sheets
use of newly extracted resources to 70% per vehicle in fiscal 2022. We The scrap is made into aluminum
alloy sheets. It’s then redelivered to
Scrap material is shredded and
intend to increase the use of recycled materials in our vehicles on a global Nissan for use in Rogue production.
collected through a pneumatic
scale, including Japan, Europe and North America, in cooperation with our conveyance system.

suppliers.
The separated and reprocessed
aluminum scrap is delivered to
the aluminum supplier.
Aluminum grades separation
process
Nissan separates the different grades of aluminum
in order to ensure high-quality scrap is collected
and returned to suppliers. Different grades of
aluminum are used for different parts of the car.

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We are taking steps to reduce the steel and aluminum scrap left over in Initiatives to Expand Use of Recycled Materials (Resins)
the manufacturing process, and working globally with business partners to
In addition to our initiatives to expand use of recycled steel and aluminum,
collect and reuse this scrap as material for new vehicles through closed-loop
Nissan also strives to use more recycled resins.
recycling initiatives.
As a closed-loop recycling initiative, we are collecting finished bumper scrap
Since fiscal 2020, we have collaborated with aluminum manufacturers
generated at our plants and sending it to our Oppama Plant, where we
in North America and Nissan Motor Kyushu, where the new Rogue is
process it by removing the paint film and recycling it. These recycled resins
manufactured, and in Europe, where the new Qashqai is manufactured,
have been given new life as bumpers in the Nissan LEAF and many other
adopting a closed-loop recycling process that recycles aluminum scraps
new vehicles. This initiative was expanded to Dongfeng Motor Co. (DFL), our
generated during manufacturing into aluminum plates for automobiles. The
joint venture in China, where they have been used to produce replacement
sorting and collecting of scrap in this process controls impurities, realizing
bumpers since 2014.
horizontal recycling without quality deterioration, which contributes to
Additionally, exchanged bumpers collected from dealerships are being
reductions in the amount of new mined resources (aluminum ingots) used.
recycled as materials used in under covers and for other components. An
enhanced bumper return program allowed us to collect and recycle about
98,000 bumpers in fiscal 2020, representing 67.2% of bumpers removed at
Japanese dealerships.
Furthermore, 30% of
the automotive shredder
residue (ASR) processed
at dedicated processing
plants is made from resins.
In order to use these
resins in automobiles,
we are running a number Research on optimization of ASR recovered resin recycling
of R&D projects on process. Left photo is ASR, right photo is resin recovered from ASR

topics like optimizing the

recycling process for resins recovered from ASR, liquidation of auto waste
plastic and recycling polypropylene with microbes.*

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* These R&D projects are undertaken as part of our recycling optimization support business effectively, smoothly and efficiently. Nissan is taking an important role in this
using surplus money from recycling fees deposited for three specified components (refrigerant,
joint undertaking.
airbags, ASR) based on Japan s End-of-Life Vehicle Recycling Law.
We have also established a take-back system for ELVs in Europe. This
network of Authorized Treatment Facilities was developed for individual
End-of-Life Vehicle (ELV) Recycling countries in collaboration with contracted dismantlers, contracted service
Nissan considers the three Rs ̶ reduce, reuse and recycle ̶ from the providers and governments in alignment with a European ELV directive.
design stage for new vehicles. Since fiscal 2005, all new models launched Additionally, the Japan Automobile Manufacturers Association, Inc.
in the Japanese and European markets have achieved a 95% or greater established a common scheme for recovering used lithium-ion batteries
recyclability rate*1. along with a system for processing these batteries appropriately, and put
We have also joined forces with other automotive companies to promote the both into operation in fiscal 2018.
recycling of end-of-life vehicles (ELVs*2) through dismantling and shredding.
*1. Calculated based on 1998 Japan Automobile Manufacturers Association definition and
Based on Japan s End-of-Life Vehicle Recycling Law, Nissan has achieved
calculation guidelines (in Japan) and ISO 22628 (in Europe).
at least 95% effective recycling rate of ELVs in Japan since fiscal 2006. In *2. ELV is an acronym for end-of-life vehicle.
fiscal 2020, we achieved a final recovery ratio for ELVs of 99.4%*3 in Japan, *3. Based on Nissan research
greatly exceeding the target effective recycling rate of 95% set by the
Japanese government.
ELV processing consists of four phases. First, Nissan ELVs entering the
dismantling process are recycled, including flat steel, cast aluminum,
bumpers, interior plastic parts, wire harnesses and precious rare earth
metals. Second, specific items like lithium-ion batteries are collected
individually and directed to a dedicated recycling process. Third, residues
from the dismantling process are crushed and the metallic portions
recovered. Fourth, the resulting ASR is turned into recycled materials.
Since 2004, Nissan and 12 other Japanese auto manufacturers have
supported ASR recycling facilities, as called for in Japan s End-of-Life
Vehicle Recycling Law, as an integral part of a system to recycle ASR

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Developing Biomaterials Proper Use of Regulated Chemical Substances

Nissan is promoting technical Nissan revised its standard for the assessment of hazards and risks in the
research to replace plastics and Renault-Nissan Alliance, actively applying restrictions to substances more
other resin materials used in stringent than existing regulations in areas of growing concern around
automobiles with biomaterials the world. As a result, the number of substances covered by the Nissan
derived from plants. NGP2022 Engineering Standard in fiscal 2020 rose to 5,290. These steps are thought
Seat coverings made from biomaterials in
contains concrete goals for Nissan LEAF. to be necessary for future efforts in the repair, reuse, remanufacture and
biomaterials development, and recycle loop for resources.
these materials are already being used in cars. For example, the coverings
on the seats in the Nissan LEAF are made using biomaterials. * Please click below for further details related to our governance system for chemical
substances.
>>> P104

Defined Chemical Substance

(Substances) 5,290
5,000 4,043
3,912
4,000 4,069

3,500
3,216
3,000

2,500

2,000

1,500 2016 2017 2018 2019 2020 (FY)

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Expansion of Remanufactured Parts Joint Venture to Promote Second-Life Use for Batteries
Parts with the potential for recycling include those reclaimed from end-of- Lithium-ion batteries used in Nissan s electric vehicles (EVs) retain capacity
life vehicles, as well as those replaced during repairs. In Japan, we collect well beyond the useful life of the vehicles themselves. The 4R business
and thoroughly check the quality of these secondhand parts. Those that models ̶ which reuses, refabricates, resells and recycles lithium-ion
receive a passing grade are sold through our retail outlets as Nissan Green batteries ̶ allows for their effective use as energy storage solutions in a
Parts. We sell these parts in two categories: remanufactured parts, which range of applications, thus creating a much more efficient energy cycle of
are disassembled and have components replaced as needed, and reusable battery use.
parts, which are cleaned and tested for quality before sale. As the EV market expands, we anticipate a need to utilize reusable lithium-
In NGP2022, we are enhancing the deployment of Nissan Green Parts ion batteries more effectively. In 2010, we launched 4R Energy Corp., a joint
in Japan, and we re also strengthening management to deploy similar venture with Sumitomo Corp., that is engaged in establishing EV battery
kinds of activities in Europe and North America, aiming for twice the parts reuse and refabrication technologies. With the establishment of these
coverage in 2022 compared to 2016. This initiative provides customers technologies and an increase in the number of used batteries collected, in
who seek to use cars for a long period of time with the new option of using March 2018, operations commenced at Japan s first base and plant for the
remanufactured parts. reuse and refabrication of used lithium-ion batteries located in the town of
Namie, Fukushima Prefecture.
4R Energy is actively engaged in the development and production of various
battery storage systems built with used Nissan LEAF batteries at the Namie
facility. One example of these efforts is the development of stationary
power storage systems that reuse 40 kWh batteries used in the 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-ELEVEN convenience stores in
Alternator Air conditioning compressor Starter motor
Kanagawa Prefecture. Additionally, in conjunction with IKS Japan Co., Ltd.,
we are developing new models with vehicle-to-everything (V2X) functions
that can also utilize electric power from EVs, sales of which launched in fiscal
2020 and are proceeding apace.

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Overview of proof of concept for procuring electricity *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
through renewable energy used to drive EVs have finished their intended period of use. Evaluating reused batteries in
accordance with this process enables the provision of reused batteries that are safe and give
Daytime use a clear understanding of remaining capacity to meet a variety of demands.
*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.
Nissan LEAF
*3. In light of the results of the National Resilience Minister s Private Advisory Committee
Solar panel
Building National Resilience Roundtable , to ensure the Fundamental Plan for National Resilience
Storing a portion is executed smoothly, the Council aims to build a resilient nation with cooperation among
of electricity
Transmission is industry, academia, government and the private sector.
Battery recovery possible even in the
45kWh event of a disaster

Original storage Nissan LEAF

battery + V2X 40kWh/62kWh

At the same time, 4R Energy acquired the world s first UL1974*1 certification
in June 2019, which is an international evaluation standard for evaluating
repurposing batteries, and 4R Energy has been certified by a third-party
organization for reusage and refabricating processes and product
manufacturing with an emphasis on safety. Furthermore, in recognition of
these activities, in October 2019, 4R Energy was presented with the Frost &
Sullivan*2 2019 Strategy Innovation and Leadership Award", and in March
2020, in conjunction with Nissan, 4R Energy and Nissan won the Sixth
Annual Japan Resilience Award 2020", sponsored by the Association for
Resilience Japan*3 .
We are extensively involved with 4R activities globally as well.

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4R Concept rare earths compared to 2010, and we will continue to conduct technical
research on further reductions in the future. As a new initiative, Nissan is
Battery module structure will be redesigned to create new packages
that satisfy the varying voltage or capacity needs of customers. 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 disassembly and removal of the
magnets have been required, making economic efficiency an issue. Nissan
and Waseda University collaborated to establish technologies for recovering
rare earth metals in highly pure states through direct dissolution using
borate as a flux, eliminating the need to dismantle the motor rotors. Going
forward, we will conduct trial testing aimed at practical implementation.
In these ways, with respect to motors, which are a key technology, Nissan is
After their primary Refabricated batteries
automotive use is over, can be used for multiple engaged in developments corresponding to the circular economy concept,
the lithium-ion batteries purposes, such as clean
retain enough energy energy storage or as from reducing the amount of rare earth metals used to reuse after use, that
capacity for secondary use. backup batteries in case
utilize resources efficiently and sustainably.
of emergency.

Used batteries can be recycled to recover useful resources.

Reducing Use of Scarce Resources

Rare earth elements are scarce resources that are necessary for
electrification. Reducing their usage is important because rare earth
elements are unevenly distributed around the globe, and the shifting balance
of supply and demand leads to price fluctuations.
Since the motor was first adopted in the 2012 Nissan LEAF, which reduced
the use of rare earth elements by 40% compared to 2010, Nissan has
continued to reduce the use of heavy rare earths in hybrid vehicle motors. In
2020, the new Note e-POWER has adopted magnets with 85% less heavy

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GRI102-49 GRI103-3 GRI306-2

Resource Dependency: Achievements in Waste Waste

Reduction Waste generated globally in fiscal 2020 amounted to 153,160 tons,
decreased from 199,470 tons in fiscal 2019. Waste generated globally from
Thorough Measures for Waste Materials production sites in fiscal 2020 was 145,529 tons ★.
Nissan actively promotes measures based on the 3R approach in its
production processes whenever possible, striving to minimize the waste ★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please
see here.
generated and maximize recycling efficiency by thoroughly waste sorting.
>>> P102
At the end of fiscal 2010, we achieved a 100% recovery rate at all of our
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 2016 2017 2018 2019 2020
in Mexico, Brazil, and elsewhere. We are striving to bring rates to industry- Total ton 158,939 152,674 206,645 199,470 153,160
leading 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 61,115 61,327 69,829 63,294 48,921
replacing them with units made from steel more than 30 years ago, and we North America ton 45,459 35,177 64,514 58,970 48,043
rolled out plastic substitutes over 20 years ago that are foldable and can Europe ton 41,110 45,268 49,662 50,205 31,868
be reused. We have also been working with our Alliance partner Renault to Other ton 11,255 10,903 22,639 27,001 24,328
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 8,707 8,041 7,231 6,365 6,539
thus helping to reduce the packaging materials required. Recycled ton 150,231 144,633 199,414 193,105 146,621
Through such efforts, we plan to reduce waste from our production factories
* Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
by 2% annually in Japan and by 1% annually worldwide ─ as compared to data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report
business as usual (BAU), that is, waste levels expected if no special steps 2021.
had been taken. * For more information on Resource Dependency (Facility Waste).
>>> P242

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WATER SCARCITY
GRI103-1

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°C 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°C 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°C, and that such
risks and effects would be even more severe and become widespread if
temperatures rose by 2°C. Water resource management to mitigate water
shortages, flooding and many other challenges is a key factor in promoting

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GRI103-2 GRI303-2

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) membrane*
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
* Reverse osmosis (RO) membrane: The RO membrane is a type of filtration membrane that filters
production sites throughout the world. At sites where a high level of risk is impurities such as ions and salts from water.
found, we prioritize measures to expand dedicated water sources by building
reservoirs to collect rainwater, improving wastewater recycling efficiency and
reducing external water intake.

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GRI102-49 GRI103-2 GRI103-3 GRI303-1 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 2020, we had already reduced water usage by 16%, when compared Nissan s Global Headquarters
to 2010. in Yokohama, Japan by
processing rainwater and Chennai plant, honored by the Confederation of Indian
To help achieve this goal, we built reservoirs to collect rainwater at the Industry (CII).
Chennai Plant in India and the second Aguascalientes Plant in Mexico, and wastewater from kitchens and
installed wastewater recycling equipment at the Chennai Plant, the Huadu other internal sources to be reused for flushing toilets and watering some
Plant in China and the Oppama Plant in Japan. Our efforts at the Chennai plants.
Plant, in particular, were recognized as an excellent example of water
resource management by the Confederation of Indian Industry (CII). At Promoting Reduced Water Use through Wastewater
Nissan North America (NNA), plants are competing among themselves to Recycling
We installed a sewage treatment facility at the India plant in 2019 to reduce
Water Usage per Vehicle Produced water consumption. After treatment, wastewater was recycled and reused
(Global) for flushing toilets and watering plants. Next, we added a treatment method
（%）
using RO membranes to further improve water quality to be reused for
100% cooling for the manufacturing process and cooling towers. As a result, we
16％
reduction 21% are able to reduce approximately 78,000 kiloliters of water consumption
reduction per year, which is equivalent to the amount of water used by about 320,000
target households a day.

2010 2020 2022 target

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Innovative Car Wash Technique Introduced at Service Cleaner Effluent Through Wastewater Treatment
Centers in India Nissan thoroughly processes wastewater at its various plants. Wastewater
Since 2014, the service centers of Nissan Motor India (NMIPL) have offered from two Nissan plants in Aguascalientes, Mexico, is used to maintain
customers car washes that utilize an advanced foam washing technique. landscaping on the sites, with no offsite discharge.
A traditional car wash requires about 160 liters of water for one car, but We also are strengthening water pollution prevention measures in our
NMIPL s new service cuts consumption to approximately 90 liters ̶ a 45% Japanese plants. In preparation for unexpected occurrences, such as the
reduction in water use. discharge of oil, we have attached water quality sensors to the discharge
Along with reducing water consumption, the foam wash service is points of wastewater treatment facilities. Discharge of water outside the
environmentally friendly due to the non-use of hard chemicals, shortens grounds is automatically suspended if water quality problems are detected.
washing time, and even enhances the gloss of cars by roughly 40%.
（FY）
Unit 2016 2017 2018 2019 2020
Water Input for Corporate Activities
Total 1,000m³ 20,516 17,410 17,345 15,391 13,624
In fiscal 2020, water input for corporate activities was 21,159 thousand
Japan 1,000m³ 12,681 10,376 10,472 9,496 8,474
m³, a 11% decrease compared with the fiscal 2019 level. Water input from
production sites was 20,542,337 m³ ★. North America 1,000m³ 4,028 3,382 3,190 2,746 2,351
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please Europe 1,000m³ 1,767 1,564 1,539 1,389 1,094
see here.
Other 1,000m³ 2,040 2,088 2,143 1,760 1,705
>>> P102
（FY） Quality
Unit 2016 2017 2018 2019 2020 Chemical
oxygen
Total 1,000m³ 29,118 26,197 26,420 23,656 21,159 kg 29,730 26,451 21,149 18,795 14,865
demand (COD)
Japan only
Japan 1,000m³ 15,563 13,115 13,022 11,918 10,797
North America 1,000m³ 5,483 4,905 4,930 4,768 3,888 * Click here for more information on Water Resource Management.
>>> P244
Europe 1,000m³ 2,299 2,155 2,093 1,792 1,373
Other 1,000m³ 5,774 6,023 6,376 5,178 5,101 * Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report
2021.

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THIRD-PARTY ASSURANCE
GRI102-56

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[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, materials recycled
available for each production site. in-house, used in reproduction (reused by Nissan) or recycled (as salable,
■ CO2 emissions from purchased goods & services: Calculated by valuable materials) are not categorized as generated waste.
multiplying the amount of CO2 emissions per vehicle by the annual global ■ Water input from production sites: Calculated based on Nissan internal
production volume in fiscal 2020, covering raw materials purchased in standards. Water input is the water withdrawal amount according to billing
conjunction with automobile production. meters or company meters installed on site. The water withdrawal amount
  CO2 emissions per vehicle are calculated by applying the Database on includes drinking water (tap water) , industrial-use water, underground
GHG Emission Factors (ver.3.0) for Carbon Footprint of Products Pilot water (spring/well water) and rainwater or the like.
Project to the amount of raw material input per typical vehicle as of 2010.
■ 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 2020 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.

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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 >>> P052
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

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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 by Nissan 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 GRI306-3 GRI307-1

or controlled. The NES is applied in material selection and also in the Sanctions and Government Guidance at Nissan
components and parts used in our vehicles from initial development onward. Production Facilities
For example, four heavy metal compounds (mercury, lead, cadmium and
During fiscal 2020, in relation to the environmental management system,
hexavalent chromium) and the polybrominated diphenyl ether (PBDE) flame
none of Nissan s production facilities received notifications or sanctions from
retardant have been either prohibited or restricted in models (excluding
the government regarding significant violations of environmental laws or
OEM vehicles) launched globally since July 2007. To control VOC use in
regulations.
car interiors, Nissan adopted the voluntary targets of the Japan Automobile
Manufacturers Association as our own standards for global operations, and
we are reviewing and reducing the use of prohibited and controlled chemical Raising Employee Awareness
substances in materials and adhesives for seats, door trim, floor carpet and Nissan s environmental activities are enabled by the knowledge, awareness
other parts. and competency of its employees. Based on ISO 14001 standards, we will
conduct employee education rooted in the Nissan Green Program 2022

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

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Lifecycle Assessment to Reduce Environmental Raw material Manufacturing

Impact extraction

Nissan ensures solid environmental management policy by routinely

assigning personnel to conduct risk management and having supervisors
confirm their suitability and conducting inspections. We also identify
potential risks by conducting lifecycle assessments (LCAs). The LCA method
is used to quantitatively evaluate and comprehensively assess environmental
impact, not just when vehicles are in use, but at all stages of their lifecycle, VEHICLE
from resource extraction, manufacturing and transport to disposal. LIFE
During the period of NGP2022, we are applying the LCA method to CYCLE
ensure steadfast implementation of our environmental activities, such as
by identifying their progress and examining ways to further reduce our
environmental impact. We are also carrying out LCAs for new technologies
to develop environmentally friendlier vehicles.
Our LCA methods have been certified by the Japan Environmental End-of-life Vehicle use
vehicle recycling
Management Association for Industry since 2010 and since 2013 by third-
or reuse
party TÜV Rheinland in Germany (ongoing as of November 2019). The latter
certification is based on ISO 14040/14044 standards and validates the Global Top Selling Model s Lifecycle Improvements
environmental impact calculations in our product LCAs.
We have been expanding the application of the LCA method and enhancing
We will use the calculations above during the NGP2022 period to conduct
the understanding of the environmental impact of our products in
LCAs of new vehicles and technologies and enhance efficiency during both
quantitative terms, especially our best-selling models worldwide. Coverage
the manufacture and operation of vehicles with the aim of further reducing
on a unit basis has reached approximately 80% of models globally and
environmental impact during the lifecycle of Nissan vehicles.
approximately 90% in Europe.

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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.
Lifecycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.)
Compared to their gasoline-powered counterpart models, the Note
（%） （%）
e-POWER and Serena e-POWER have achieved an 18% and 27% reduction
100 100
in CO2 emissions, respectively. Electrified e-POWER vehicles use a system
80 80 in which a gasoline engine operates only under certain circumstances and is
used to generate electricity.
60 60 As a result, e-POWER vehicles achieve lower exhaust emissions and
better fuel efficiency for driving than conventional gasoline engines. Also,
40 40
since an e-POWER vehicle only requires a small battery (unlike one that
20 20 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
0 Previous model: Current model: 0 Previous model: Current model:
Engine displacement Engine displacement Engine displacement Engine displacement conventional vehicles.
1.6 liters, 2WD, 5MT 1.0 liter, 2WD, 6MT 2.5 liters, 2WD, CVT 1.5 liter, 2WD, CVT
There is future potential for further reductions in CO2 emissions through
Juke＊1 Rogue (X-Trail)＊2
■ Production & logistics　■ Fuel & electricity production　■ Usage　■ Maintenance　■ ELV additional weight reductions and the optimization of e-POWER energy
＊1
Production in EU, 150,000 km driven in EU (basis for comparison). management.
＊2
Production in United States, 120,000 miles driven in United States (basis for comparison).

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Lifecycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.) Lifecycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.)
（%） （%） （%）
100 100 100

80 80 80 ■ Production & logistics

■ Fuel & electricity production
60 60 60 ■ Usage
■ Maintenance
40 40 ■ ELV
40
Production in Japan,
20 20 20 100,000 km driven in Japan
(basis for comparison).

0 Same class e-POWER: 0 Same class e-POWER: 0 Same class Nissan LEAF:
gasoline-powered vehicle: Engine displacement gasoline-powered vehicle: Engine displacement gasoline-powered vehicle: 2WD, drive battery
Engine displacement 1.2 liters, 2WD Engine displacement 1.2 liters, 2WD Engine displacement capacity 40 kWh
1.2 liter, 2WD, CVT 2.0 liters, 2WD, CVT 1.8 liters, 2WD, CVT
Note Serena

■ Production & logistics　■ Fuel & electricity production　■ Usage　■ Maintenance　■ ELV
Production in Japan, 100,000 km driven in Japan (basis for comparison). Lifecycle Improvements Beyond Climate Change
Nissan is expanding the scope of LCAs to include not just greenhouse
LCA Comparison for the Nissan LEAF gases but also a variety of chemicals amid growing societal concerns over
air quality and ocean acidification and eutrophication. Our calculations
Compared to conventional vehicles of the same class in Japan, the Nissan
show that, compared to conventional gasoline engines, the new Serena
LEAF results in approximately 32% lower CO2 emissions during its lifecycle.
e-POWER is significantly more environmentally friendly, achieving 11% and
We are making efforts to reduce CO2 emissions during EV production by
27% emission reductions for all targeted chemical substances and achieving
improving the yield ratio of materials, using more efficient manufacturing
environmental benefits throughout its lifecycle.
processes and increasing the use of recycled materials.
We are also continuing to pursue technology development for electric
powertrains, power savings on ancillary devices and the use of renewable
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.

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GRI308-1 GRI308-2

Emissions Improvement in the New Serena e-POWER Stakeholder Engagement

over Its Lifecycle
Working with Suppliers
CO2
100%

80%
As part of NGP2022, we are working to improve suppliers environmental
NMVOC 60%
73%
CH4 performance via the following three initiatives:
81%
40%
86% •We encourage all our global suppliers to manage parts and materials with
20%
a shared environmental philosophy in alignment with the Nissan Green
0%
Purchasing Guidelines. These guidelines are based on The Renault-Nissan
89% 84%
Purchasing Way and the Renault-Nissan Supplier CSR Guidelines and
SO2 N2O provide detailed information regarding environmental matters. In August
83%
2018, based on NGP2022, we revised the content of the guidelines,
adding requests that suppliers undertake their own environmental
NOx
activities. Additionally, in May 2019, in order to strengthen management of
Conventional environment-impacting substances, we added requirements dealing with
e-POWER
supplier self-diagnosis of environment-impacting substance management
Production in Japan, 100,000 km driven in Japan.
and related topics, and asked all suppliers to follow them.
•We also participate in the supply-chain program of CDP (previously known
as the Carbon Disclosure Project), an international nonprofit, through
which we request information on climate change and water from suppliers
and conduct comprehensive performance reviews. During fiscal 2020, we
asked our large contract suppliers to take part in the supply-chain program
to provide responses on their environmental activities. 85% of them
participated in the CDP program on climate change data and 81% in the
CDP program on water security. Based on the results from these surveys,
we engaged with a number of suppliers in order to incentivize work on the
ongoing improvement of their environmental initiatives.
•We are promoting THANKS (Trusty and Harmonious Alliance Network

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Kaizen activity with Suppliers) activities, a joint improvement program Working with Future Generations
that emphasizes trust and cooperation with suppliers. Regarding energy
Today s youths are the future leaders of our society. We are working to share
use (electricity and gas) and CO2 emission reduction in particular, we
information on environmental issues with the younger generation, and to
are taking the lead in cooperating with our main suppliers as part of the
raise awareness among tomorrow s leaders.
energy-efficient THANKS activities, based on the initiatives of our internal
We have been conducting environmental programs for students in school
production facilities.
visits in Japan since 2008 in which more than 100,000 students had
participated as of March 2020. In NGP2022, we will further expand the
Working with Consolidated Production Companies program in Japan and in other countries.
We encourage our consolidated production companies in a variety of
markets to acquire ISO 14001 certification and to undertake other Key Activities in NGP2022
environmental initiatives based on their respective policies. Meetings with
Youth education programs, such as Nissan Waku-Waku Eco School, an
major consolidated production companies in Japan are held to exchange
interactive program delivered by Nissan employees to schoolchildren, will be
views on cooperation toward the goals outlined in NGP2022. The meetings
expanded globally to:
lead to a deeper shared understanding of the details of NGP2022 and the
• Share knowledge of global environmental issues
initiatives undertaken by each company.
• Introduce our environmental initiatives,
such as the Nissan LEAF electric vehicle
Working with Dealerships and our other green technologies
Our dealerships in Japan have introduced an original approach to Through environmental education, the
environmental management based on ISO 14001 certification called the program encourages participants to adopt
Nissan Green Shop certification system. This program is managed through eco-friendly activities in their daily lives.
internal audits conducted by the dealerships every six months, in addition to
annual reviews and certification renewal audits carried out every three years
by Nissan Motor Co., Ltd. (NML). As of the end of March 2020, the system
has certified approximately 2,700 dealerships of 153 dealers, including parts
dealers, as Nissan Green Shops.

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GRI304-1 GRI304-2 GRI304-3 GRI304-4

Working with NGOs Priority Issues for Automobile Manufacturers Regarding

Nissan believes that environmental activities are critical in social contribution
the Protection of Air, Water, Soil and Biodiversity
activities, thus we are engaged in various activities to realize a low- The United Nations Millennium Ecosystem Assessment report issued in
carbon society, including implementing educational programs to deepen 2005 concluded that ecosystem services had degraded over the past 50
understanding of global environmental issues. At the same time, in order to years more rapidly and extensively than in any comparable period in history.
respond to the increasing complexity of environmental issues, we believe Humankind depends on a number of ecosystem services, including the
that it is effective to collaborate with NGOs, NPOs, governments and various provision of food and fresh water, climate regulation and protection from
other stakeholders to enhance these activities while making the most of our natural disasters. The automotive industry must recognize both its impact on
mutual strengths. ecosystems and its dependence on these services. Companies today face
Our Corporate Philanthropy Goal is to realize a cleaner, safer and more the pressing need to balance environmental preservation and economic
inclusive society. NGP2022 seeks to support local communities through progress as they pursue their business activities.
various projects by collaborating globally with NGOs to respond to issues Using methods identified in the Corporate Ecosystem Services Review*1,
such as climate change and water scarcity. we have evaluated the value chain from the extraction of material resources
to vehicle production and operation. We
Key Activities in NGP2022 have identified three response priority
areas as an automobile manufacturer:
・Fostering employees environmental awareness through participation in
energy sourcing, mineral material
World Wide Fund for Nature Japan (WWF Japan) campaigns
sourcing and water usage. We published
a report titled Ecosystem Services
・Continue participation in WWF s worldwide Earth Hour environmental
and the Automotive Sector *2 in 2010
enlightenment campaign toward greenhouse gas emission reduction
collating the outcome of this work.
Our calculations in June 2013 showed
・Collaboration with Conservation International on protection of a critical
that more than 20 times as much water
watershed area Support for a forest restoration project through a Ridge
was used upstream in the supply chain
to Reef approach in Bali, Indonesia. Create jobs and build capacity* by
than by Nissan itself. We are following up
developing community-based environmental conservation projects.
by re-evaluating and further developing
our existing environmental initiatives and
* Build and improve capacities that groups, organizations and society need to achieve their goals

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ecosystem conservation efforts from the viewpoint of business risks and

opportunities.

*1 Developed by the World Resources Institute in cooperation with the World Business Council
for Sustainable Development and Meridian Institute, based on the UN Millennium Ecosystem
Assessment.

*2 Click here for more information on Ecosystem Services and the Automotive Sector."
https://www.nissan-global.com/EN/DOCUMENT/PDF/ENVIRONMENT/SOCIAL/ecosystem_
services_and_the_automotive_sector.pdf

* For more information on how we are strengthening our business foundation to address
environmental issues.
>>> P246

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Social
Social Policies and Philosophy …………… 115 Supply Chain Management ………………… 157
Human Rights…………………………………… 117 Human Resource Development …………… 165
Diversity and Inclusion………………………… 122 Labor Practices ………………………………… 170
Traffic Safety …………………………………… 136 Employees' Health and Safety ……………… 178
Product Safety and Quality ………………… 147 Community Engagement …………………… 186

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SOCIAL POLICIES AND PHILOSOPHY

GRI102-15 GRI103-1 GRI103-2

Nissan s business activities are supported by various stakeholders. As well product reaches our customers.
as respecting the rights of all stakeholders, as a global company we conduct With respect to Employees, we are expanding opportunities for our
our business activities with a constant awareness of society s needs and employees to learn so that they can each achieve their maximum potential.
social responsibility in order to contribute to the sustainable development of We aim to make continuous learning a part of our corporate culture to
society. encourage talent development and achieve sound labor practices and thus
Through an assessment of various business risks and opportunities, we have create a dynamic work environment where the health and safety of our staff
set six key areas in the Social dimension as part of Nissan Sustainability is a top priority.
2022, and we are conducting related initiatives in these areas. The six areas Furthermore, Nissan recognizes local communities are an essential part
are Traffic Safety, Diversity and Inclusion, Quality, Supply Chain, Employees, of its business in every region, and is working to promote Community
and Community Engagement. Engagement around the world in three strategic areas: environment, traffic
In Traffic Safety, we are promoting development and implementation of safety, and diversity.
driver assistance technology and other traffic safety technologies to achieve For this Sustainability Report, activities within these six areas common to
our ultimate goal of virtually zero fatalities involving our vehicles. Regarding human rights and activities within the areas themselves were selected to
Diversity and Inclusion, we are proactively hiring more diverse talent with be reported on in nine themes, based on an assessment of their potential
different backgrounds to embrace gender and national diversity as a business impact as well as the level of interest from stakeholders.
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
aftersales service, covering all the activities involved until the finished

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Report Themes and the Six Areas

Six Key Areas in Nissan Sustainability

Themes in the Sustainability Report
2022 from a Social Perspective

Common to Six Areas Human Rights

Traffic Safety Traffic Safety

Diversity and Inclusion Diversity and Inclusion

Quality Product Safety and Quality

Supply Chain Supply Chain Management

Human Resource Development

Employees Labor Practices

Employees' Health and Safety

Community Engagement Community Engagement

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HUMAN RIGHTS
GRI102-16 GRI103-1

Human Rights Policies and Philosophy Human Rights Policy Statement

As the value chains of global corporations expand, social interest is growing In addition to being a signatory of the UN Global Compact, Nissan is
with regard to respect for human rights and how business affects these committed to respect all human rights as set out in the Universal Declaration
rights. The automobile industry is also recognizing the issues of human rights of Human Rights (UDHR), as well as the International Covenant on Civil and
as they relate not only to business processes such as the work environment Political Rights (ICCPR), the International Convenant on Economic, Social
for its own employees but also to the supply chain, such as the procurement and Cultural Rights (ICESCR), and the International Labour Organization
of parts and materials. Declaration on Fundamental Principles and Rights at Work (ILO Core Labour
Nissan considers the strict adherence to corporate rules and applicable laws Standards).
and practices fundamental to its business activity in every country and area Based on the UN Guiding Principles on Business and Human Rights
where it operates. The human rights of all stakeholders must be respected (UNGPs), we formulated and published the Nissan Human Rights Policy
and all Nissan employees must act while upholding the highest ethical Statement* (First Edition) in June 2017 to actively prevent adverse human
standards. We do not condone discrimination on the basis of race, nationality, rights impacts and updated it in July 2021.
gender, religion, disability, age, place of origin, gender identity, sexual Under this revised policy statement, we are fulfilling our corporate
orientation or any other characteristic nor infringement on human rights in responsibilities, practicing our mission, conducting business activities, and
the supply chain, such as forced labor and child labor. promoting initiatives to respect human rights in order to realize our corporate
purpose, "Driving innovation to enrich people's lives".

* Click here to download the Nissan Human Rights Policy Statement (revised version).
https://www.nissan-global.com/COMMON/DOCS/CSR/LIBRARY/nissan_human_rights_
policy_e.pdf

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Milestones Related to Respect for Human Rights Conducts a human rights

Updates Global Minerals Sourcing assessment at Nissan Motor
After formulating the Global Code of Conduct in 2001, Nissan signed the Policy Statement Thailand (NMT) and group
UN Global Compact in 2004 and published such policies as the Renault- 2020
Publishes Customer Privacy Policy companies (Nissan Powertrain
Nissan CSR Guidelines for Suppliers, Nissan Human Rights Policy (Thailand) Co., Ltd. and SNN Tools
Statement, Global Minerals Sourcing Policy Statement, Customer Privacy & Dies Co., Ltd.)
Policy and Nissan Global Guideline on Human Rights. Publishes Nissan Global Guideline
on Human Rights
2021
Policies and Philosophy Approaches Publishes revision to Nissan Human
Rights Policy Statement
2001 Formulates Global Code of Conduct

Signs United Nations Global Establishes Diversity Development

2004 GRI102-17 GRI103-2 GRI103-3 GRI406-1 GRI407-1
Compact Office
GRI408-1 GRI409-1 GRI411-1 GRI412-1
Publishes Renault-Nissan CSR
2010
Guidelines for Suppliers Human Rights Management
Starts the research for conflict
Formulates Action Against Conflict Governance Related to Human Rights
2013 minerals and publishes research
Minerals
results annually thereafter
At Nissan governance related to human rights is directed by the Global
Publishes revision to Renault-
Sustainability Steering Committee chaired by the Chief Sustainability Officer
2015 Nissan CSR Guidelines for
Suppliers (CSO) in accordance with the Nissan Human Rights Policy Statement.
Starts third-party assessment of Discussions at the Global Sustainability Steering Committee are reported
2016 and proposed to the Executive Committee (EC), the highest decision-making
suppliers sustainability activities
Formulates and publishes Nissan body at Nissan, to ensure that respect for human rights is instilled and
2017 Human Rights Policy Statement Introduces SpeakUp system established at all levels of Nissan's business activities.
Updates Global Code of Conduct Nissan also aims to regularly review and continually update this statement
Announces Nissan Sustainability Implements Corporate Impact to reflect all changes in internal policies and approaches, as well as to
2018
2022 Assessment investigate and report progress on human rights initiatives in a timely
Conducts a human rights manner.
2019 assessment at Nissan South Africa
(Pty)

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Human Rights Management for Employees and in issues.

Collaboration with Suppliers At the same time, Nissan has grievance mechanisms and processes in place
and it allows collecting and remedying various types of complaints, including
The Nissan Human Rights Policy Statement is applicable to all of Nissan s
complaints related to allegations of potential human rights abuses. The
executives and employees. In 2021, we formulated and released the Nissan
whistleblowing system provides for anonymity where legally allowed. We are
Global Guideline on Human Rights, which outlines specific initiatives for
committed to investigating, addressing and responding to concerns raised,
respecting human rights, with the aim of ensuring compliance with the
and employees who make inquiries are protected from retaliation as defined
policy statement. Based on this guideline, Nissan is further strengthening
in whistleblowing processes.
its initiatives to respect the human rights of its employees on a global level.
Nissan s fundamental ethical expectations from society are also clarified * For more information on the Nissan Global Guideline on Human Rights.
in the Global Code of Conduct. All executives and employees recognize >>> P171
the importance of applying the aforementioned statement beyond Nissan s * For more information on supply chain-related human rights initiatives.
>>> P157
own operations. At every level of our global supply chain, we aim to conduct
* For more information on a globally integrated reporting system.
ethical, social and environmentally conscious business activities. We also >>> P221
work together with suppliers, contractors and other business partners to
achieve this goal. See below for more details about our policies and guidelines.
・ Global Code of Conduct
Since 2006, Nissan has shared a set of common values and processes
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2017/NISSAN_GCC_E.pdf
around purchasing known as The Renault-Nissan Purchasing Way with its ・ Renault-Nissan Corporate Social Responsibility Guidelines for Suppliers
worldwide network of suppliers. Common values regarding human rights and https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/CSR_Alliance_Guidelines.pdf
labor are also shared via the Renault-Nissan CSR Guidelines for Suppliers. ・ Global Minerals Sourcing Policy Statement
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/Minerals_Sourcing_Policy_e.pdf
It details our expectations and request implementation regarding respect
・ Customer Privacy Policy
for human rights and prohibition of child labor and forced labor. We also https://www.nissan-global.com/EN/DOCUMENT/PDF/COMPANY/LIBRARY/Customer_
evaluate our suppliers' sustainability activities including respect for human Privacy_Policy_e.pdf
rights through third-party assessment. In addition, we require businesses ・ Nissan Global Guideline on Human Rights
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/HUMAN_RIGHTS_
we deal with to take the initiative and carry out due diligence on responsible
GUIDELINE/index.html
minerals sourcing.
We are also strengthening communication with our sales companies and
promoting consistent sustainability management, including on human rights

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GRI102-11 GRI102-12 GRI102-29 GRI102-47 GRI103-2 GRI103-3 GRI406-1

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

conditions, product safety and Four priority focus areas identified

Human Rights Achievements customer privacy. Furthermore,

High

Extremely

in 2019 we worked with BSR High

Important Employee
labor
Areas
Nissan recognizes the need to take a comprehensive approach to managing to conduct a human rights
conditions

human rights. After identifying actual or potential risks related to human assessment at Nissan South
Supplier
labor
conditions
rights that we might have inadvertently caused or contributed to cases of

Severity of Risk or Impact on Human Rights

Africa (Pty) and confirmed human High Important
human rights violations, we consider it vital to monitor and assess such risks, rights risk was clearly low at that
Areas
Product safety

as well as to develop appropriate response strategies. company. In 2020, we expanded

In the 2001 Global Code of Conduct, we detailed our policies regarding our human rights assessment
equal opportunity and respect for diversity. In 2004 we were a frontrunner reviews of affiliated companies in Important Areas
Customer
Privacy

among our industry peers in signing the UN Global Compact, accepting the ASEAN area, conducting such
reporting obligations that we continue to fulfill today. Regarding suppliers, reviews at Nissan Motor Thailand Low Potential Impact Caused by Nissan High

in 2010 we published the Renault-Nissan CSR Guidelines for Suppliers (NMT) and group companies
(revised in 2015) clarifying our respect for human rights and commitment to (Nissan Powertrain (Thailand) Co., Ltd. and SNN Tools & Dies Co., Ltd.).
eliminating forced and child labor and sharing our sustainability policies. We formulated action plans to remediate items requiring improvement
In 2017, referencing the UN Guiding Principles on Business and Human identified in the assessments and are improving them on an ongoing basis
Rights (UNGPs), we formulated and issued the Nissan Human Rights Policy by executing on those plans.
Statement (revised in 2021). This policy makes it clear that, we respect We also work to build awareness of human rights among employees and
the human rights of all our stakeholders and require our employees to act conduct several e-learning seminars, for example, Global Code of Conduct
according to the highest ethical standards. and Unconscious Bias . Unconscious Bias e-learning is for all indirect
In June 2018, we launched our new sustainability strategy, Nissan employees and has been completed by 16,402 people cumulatively. In
Sustainability 2022, specifying the main goals through fiscal 2022 for the addition, approximately 550 people have taken part in our LGBT seminars,
aspects of Environmental, Social and Governance. For the Social aspect, the held annually since fiscal 2014. Since fiscal 2016, all senior managers
strategy also reiterates the importance of respecting all stakeholders rights. have been required to take an e-learning program about LGBT issues. In
In 2018, we cooperated with Business for Social Responsibility (BSR), fiscal 2020 the content of the e-learning program was updated and made
a US organization promoting sustainability to implement a human rights mandatory training for managers and staff. We also have proactive initiatives
assessment, allowing us to identify four key areas of potential risk to support LGBT staff.*1
related to human rights, namely supplier labor conditions, employee labor

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As described in the Global Code of Conduct, employees can submit inquiries

related to human rights issues via the SpeakUp global reporting system.*2
We are committed to investigating, addressing and responding to any
concerns reported, and employees who make inquiries are protected from
any form of retaliation.

*1 For more information on initiatives to support LGBT staff.

>>> P128
*2 For more information on our global reporting system.
>>> P221
* For more information on Responsible Minerals Sourcing
>>> P163
* For more information on Global Code of Conduct training.
>>> P219

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DIVERSITY AND INCLUSION

GRI103-1 GRI103-2 GRI406-1

Diversity and Inclusion Policies and Philosophy Diversity Inclusion

Sustainable Growth
Creating Innovation
Nissan has a global diversity and inclusion mission and promotes diversity Diversity means to Inclusion means
and inclusion as one of its corporate key strategies. Embrace having diverse talents An appreciative
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
Diversity & Inclusion background, education and potential to the fullest.
lifestyle.
Foster a diverse and inclusive environment Life- Academic
Values
where we value and respect employees style
Gender
Background Culture
Nationality
Career
to drive innovation in automotive products and services Background
Race Age
LGBT

that enrich people s lives

Diversity ＆ Inclusion

Employees with different personalities and ways of thinking putting their

heads together leads to the creation of new value while meeting the
increasingly diverse needs of our customers. Employees are the driving force
for the sustainable growth of Nissan, and this diverse body of employees is a
valuable asset for the company. We place great importance on establishing
a workplace where employees can demonstrate their potential to the fullest,
and which is truly inclusive.

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Diversity and Inclusion as Strategy

Meet the diverse needs
The global expansion of Nissan s corporate activities has meant growing of our customers
Create & provide greater value
diversification of not only Nissan s customers but also its employees. Work
and lifestyle choices are changing, driven by demographic changes such as Personal growth

an aging population and urbanization. We believe that for employees to work A culture without discrimination or prejudice,
in a worry-free, self-initiated manner, they need to be able to pursue their where you can demonstrate your uniqueness to the fullest

careers regardless of gender, nationality or other factors and at the same

time choose from among various workstyles to suit their particular stage of
Life- Academic
Values
life. Skill development programs are another essential part of making the style
Gender
Background Culture
Nationality
workplace attractive to employees. Career
LGBT
Background
We believe that diversity and inclusion are a source of competitiveness Race Age

for the company. By having employees from a range of backgrounds work

together while respecting one another s different values, new concepts and
Diversity ＆ Inclusion
ways of thinking are born and even greater value and creative solutions are
produced, leading to even better business results. The automotive industry is
in the midst of a transformation that is said to occur only once in a century.
With the rapid advances in such technologies as autonomous vehicles,
connected cars, and mobility as a service, diversity and inclusion are growing
even more vital to enhancing our competitiveness in order to respond swiftly
to this transformation. We have made diversity and inclusion part of our
corporate strategy and are promoting them in all workplaces. This enables
us to address the diverse needs of our global customers and to deliver
innovative products and services through each of our highly motivated
employees.

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GRI103-1 GRI103-2

Respect for Human Rights and Equal Opportunity Diversity and Inclusion Management
We have established the Global Code of Conduct*, which describes how In order to promote diversity and inclusion across Nissan s global operations,
employees should act and applies to all Nissan Group companies worldwide. policies are set by a committee of executives representing company
Nissan has mandated that all employees respect one another s human divisions. Dedicated organizations then work on local initiatives needed for
rights, and that discrimination or bullying on the grounds of race, nationality, their implementation. We aim to be a truly inclusive company with a diverse
gender, religion, disability, age, place of origin, gender identity, sexual workforce, in which individual employees can demonstrate their potential to
orientation or other reasons is unacceptable. There are rules in place the fullest. We promote diversity and inclusion by sharing the global common
to prevent any passive acceptance of an environment in which such direction.
discrimination occurs. At the same time, we respect the diversity of our
employees, work to maximize the performance of each individual and actively
strive to create an environment in which teams can come together and work
toward ambitious goals.

* Click here for more information on the Global Code of Conduct.

>>> P219

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Diversity and Inclusion: Decision-Making and Action- Diversity and Inclusion Promotion: Actions
Driving Bodies
We have set up the Global Diversity Steering Committee (Global DSC), which Nissan Diversity & Inclusion Mission
consists of executives from its different divisions and makes decisions on Foster a diverse and inclusive environment
where we value and respect employees
global diversity and inclusion policies and initiatives. The implementation of to drive innovation in automotive products and services
these in various geographical areas is spearheaded by Regional Diversity that enrich people’s lives
Steering Committees (Regional DSCs). In Japan, we have set up the
Diversity Development Office, which helps put diversity and inclusion policies Life- Academic
Values
into practice. In North America, we established the Americas Diversity style
Gender
Background Culture
Nationality

Office. In other regions, local human resource departments and other bodies Career
Background
LGBT
Race Age
work to promote diversity.

Global DSC
Global key initiatives Diversity ＆ Inclusion
review and discussion

Sharing Diversity & Inclusion

Report
directions
To enhance diversity in the organization Realize diversity and inclusion
corporate culture where organization
Europe Promotion of everyone's act; and employees understand diversity
Actions and inclusion philosophy well and act
Regional Regional North America ・Gender, cross-culture, generation,
DSC DSC LGBT etc. ・Enhance corporate communication
Regional
Regional DSC (Initiatives for talent development, ・Diversity leadership development
China
DSC career support, enhancement in
recruiting, enhancement of ・Diversity and Inclusion workshops
Japan and trainings　
Regional
programs)
Regional
DSC Each region’s
DSC
Africa and key initiatives Latin America Foundation Inclusive workstyles and work-life balance enhancement
Asia review and Regional
Middle East
Oceania discussion DSC

* FY 2020 was operated under the prior regional structure. We will transition to a new regional
structure in FY 2021.

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GRI103-3 GRI405-1

Diversity and Inclusion Achievements growth through two-way communication with highly knowledgeable and
experienced senior employees, as well as help in dealing with the issues they
Enabling Diverse Human Resources encounter during their career development and in solving worries and issues
in the workplace.
Female Talent Development: Initiatives and Achievements
As a new initiative for 2020, we held a "Females in Monozukuri : Roundtable
Enablement of women as leaders in projects and organizations is essential Career Discussion" for female employees in monozukuri functions. Female
to providing diverse value to customers. In order to increase female employees who are building their careers in their own ways were invited as
representation through all management levels, Nissan provides trainings to panelists to share their career stories, the challenges of achieving a work-life
ensure that top candidates will be ready to take on greater responsibility. balance in high male-to-female ratio workplaces and how to overcome them,
Support is provided for women s career development in every region where and visions for the future. We also conducted a three-day "Career Seminar
we operate. for females in Monozukuri " to think about their careers and leadership in
As a result of these initiatives, the percentage of women among Nissan each ways.
managers globally has increased from 7% in 2008 to 14.7% in April 2021, Furthermore, we hold "CEO Roundtable" for female leaders to engage in
and women are active at Nissan globally. communication directly with top management about their thoughts and
In Japan, we provide personalized expectations, and "COO Café" as an opportunity for mid-level employees
support for female employees through Managers to exchange opinions with the COO in a casual style. Both events are held
Retention
individual counseling sessions with online and are a means for senior executives to also actively support female
career advisors and female employees Enhancement talent development.
Development

of recruiting Group Leaders

Career

receive tailored support via career activities

Retention
Thanks to these various initiatives, women now comprise 10.4% of managers
development seminars. They are also in Japan (as of April 2021). This compares favorably to the average of 4.7%
Employees
encouraged to actively network with Retention for Japanese manufacturers with 1,000 or more employees (according to
other professional women outside of the 2020 Basic Survey on Wage Structure from Japan s Ministry of Health,
the company and with women who have Career development One-on-one Labour and Welfare). As of April 2021, a total of 8.6% of general manager or
and retention interviews
risen into management roles in Nissan. actions in Japan Career develop- higher positions are filled by women 4.3 times larger than the 2008 level of
We have also put in place a mentoring ment seminars 2.0%. At the executive level, the international race driver Keiko Ihara became
Network building
program as part of our personal Information sharing Nissan s first female outside director in June 2018; Jenifer Rogers followed
on company intranet
support initiatives. Younger employees Mentoring her in June 2019. We are also planning to introduce a "Woman Leadership
Training
receive support for their personal Program" to develop female leaders.

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In addition, as an activity in collaboration with the In the car development stage, models like the Nissan Serena minivan
local community, Nissan is participating in "Woman
woman woman woman
released in Japan in August 2016 reflect women s requirements. For
act." for female active participation enhancement in
Kanagawa since May 2015. To enlarge the movement
女性 が、どんどん主役になる。
act. act. act.
example, designers and engineers adopted recommendations for a capless
fuel tank, allowing drivers to refuel the vehicle without dirtying their hands,
女性 が、どんどん主役になる。
of the activity from Kanagawa, together with top and dual back doors that require minimal force to open and allow cargo to be
かながわ女性の活躍応援団
management of the major companies in Kanagawa,
Nissan pledged its commitment to this project and CEO Uchida has been woman act.
loaded even in confined spaces.
We are also promoting human resource and career development initiatives
appointed as a member of the group. for women at our manufacturing sites. In October 2017 the Nissan Group s

Transition in the Ratio of Women in Management Positions woman first female plant manager took up her role at the Oppama Plant in
かながわ女性の活躍応援団

act.
女性 が、どんどん主役になる。
Yokosuka, Kanagawa Prefecture, and other female plant managers have
been appointed since then.
Many female car-life advisors (CAs) are active at our sales companies as well
かながわ女性の活躍応援団
14.7
where Nissan sales staff respond to the various needs of and questions from
10.4 customers. As of end-February 2021, 1,214 female CAs are active across
（8.6% general manager or higher） Japan, accounting for 9.8% of the national total, which has increased from
1,202 at the end of February 2020. Additionally, to enhance the satisfaction
of female customers with after-sales service experiences, female technical
（Year）
advisors (TAs) have been appointed to bridge between customers and dealer
（Global）
Nissan （Japan）
Nissan technicians.

Rather than simply increasing the number of female managers, we create an Cross-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 academic background is. Nissan s top decision makers
include individuals of many different nationalities.

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Establishing a Culture of Respect for Diversity and for three consecutive years since 2017. In fiscal 2020, we participated in
Inclusion this event, which was brought online due to COVID-19 pandemic. In fiscal
2016, members of the LGBT community and allies (those supportive of
In order to leverage diversity as a true strength, create greater value, and
LGBT) within the company launched a self-initiated employee network. In
meet the diverse needs of customers, we believe it is important to establish
recognition of these initiatives, the private organization, work with Pride
a culture of diversity and inclusion, where employees with all sorts of
awarded Nissan its most prestigious Gold in PRIDE Index to recognize
differences, not just of gender and nationality but also sexual orientation,
corporate initiatives to support LGBT employees, a first for a Japanese
gender identity, disability, age and career history, acknowledge and accept
automotive company in 2017. In 2020, we received a Gold award for the
each other without discrimination or prejudice.
fourth year in a row.
To further foster a culture of diversity and inclusion, in fiscal 2018 in Japan,
We also provide a workplace where older employees and those with
we introduced an Unconscious Bias e-learning for all indirect employees,
disabilities can fully participate. Necessary training programs are provided
in which employees can learn the influence of the unconscious biases that
for those who have built up their career at other companies so that they can
everyone has as well as techniques to mitigate their effects. In fiscal 2019,
quickly perform to the best of their ability at Nissan.
implemented this initiative in South Americas, we plan to gradually expand
In addition, we hold local diversity-themed events and run diversity training
this initiative across our global sites.
programs for employees all over the world. Employees can also learn about
To enable members of the LGBT community and other employees with
Nissan s vision and initiatives relating to diversity and inclusion via articles on
diverse sexual orientations and gender identities to perform their jobs
the company intranet and e-learning programs.
without experiencing discrimination in the workplace, we are promoting such
initiatives as annual LGBT seminars held since 2014. In fiscal 2020, the
seventh time of the seminar, we invited an LGBT ally (a person supportive
of LGBT) as guest speaker. In addition, we are working to encourage
employee understanding and support through measures such as the
rollout of an updated LGBT e-learning program to all employees. We have
participated in the Tokyo Rainbow Pride , the largest LGBT event in Japan,

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Promoting Inclusive Workstyles Initiatives for Employees Balancing Work with Childcare
We strive to create a work environment where every member of a diverse
or Nursing Care
workforce can demonstrate his or her potential to the fullest. For example, Japan s low birthrate and aging population mean that it is important to
a remote work program which allows employees to freely choose to work provide a work environment that supports employees raising children
from outside the office was introduced so that employees can work flexibly or giving nursing care to the elderly. We are building an environment to
according to their individual needs. We are continually improving the help employees who balance work with childcare through both facilities,
program, by expanding the locations to work remotely beyond their homes such as in-house childcare centers, and initiatives, such as seminars and
with superiors' permission, setting 10-minute as a minimum increment, and organizational support. In fiscal 2017 Nissan s first childcare center at plant
removing the upper limit of hours allowed for remote work. At the same time, March Land Oppama was opened at the Oppama Plant. The center s
we are working to create an environment to support productive workstyles opening times are set to fit the plant s shift schedule, thereby helping female
by introducing tools that are convenient for remote work. employees to continue their work at the plant. A group called Escargot has
also been set up by working parents themselves as a forum to exchange
Also, in order to make it easier for staff in different regions to work together, information.
in 2017 we established basic rules for the timing of meetings between sites The number of employees balancing work with the nursing care to the
in different regions. Although in the past global meetings have taken place elderly is expected to increase, and in Japan we have held seminars since
during the middle of the night in some regions, guidelines have now been set fiscal 2015 where employees can learn the basics of nursing care and
in which all participants can join meetings between the local hours of 7 a.m. explore how company policies and local services can help them maintain the
and 8 p.m. By combining this with remote work, we can provide an attractive work-care balance. In fiscal 2017 we launched an external support service
work environment in all regions. to support employees who face difficulties in nursing care. We will continue
to evolve our programs in response to market conditions and employee
feedback, thereby creating an environment in which each employee has
options and can easily work while raising children or caring for family
members. In fiscal 2020, for example, we have reviewed the Family-Support
Leave to allow employees to take leave on an hourly basis.

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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.
before maternity and childcare leave exams before parental leave Established April 2005 October 2012 January 2013 April 2017
”Reinstatement seminar” Seminar for managers with employees
Gives employees opportunities to engaged in childcare *Capacity determined based on facility area.
think about their career paths before Management training on balancing
and after maternity and childcare work and childcare for staff employ-
leave ees engaged in childcare
Nursing care seminars Management training on paternity Support Systems for Childbirth and Childcare (Japan)
leave for staff employees engaged in
childcare Pregnancy Childbirth 1year 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 Childcare leave

protection leave

Remote work program In-house childcare center (four sites) Childcare support holiday (Family Support Leave):
All employees except those in 1. Supports employees by helping Days off
From pregnancy to child's 6th grade of elementary school; 12 days/year (5 paid, 7 unpaid)
manufacturing processes are eligible. them balance work and childcare
Super-flextime without core time and perform at their best
Short-hour Work Program（for 2. Supports employees' return to Short-hour Short-hour Work Program for childcare:
employees engaged in childcare or work when they wish, rather than Work Program For employees with children through the 6th grade of elementary school; 3 hours/day
nursing care ） when care waiting lists in Japan
Family-Support Leave（special paid allow it
holidays for marriage, childbirth by Lending of personal computers to Childcare centers on company sites
spouse, childcare, nursing care and employees on leave (for intranet and
fertility treatment） email access)
Childcare leave, nursing care leave, MM care room (lactation room) Other Allowance for babysitting
maternity protection leave External nursing care hotline
Accompanying leave (three years
maximum) Remote work program
Re-employment policy
Legally mandated Decided by Nissan For parents of both sexes

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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.
We have been striving to make workstyles more flexible. In the 1990s, At Nissan North America, diversity and inclusion is embedded in our culture.
we began encouraging employees to take their allotted paid leaves and By actively using our diversity in thought and experience, we better develop
implemented a super-flextime system with no core time. ideas and people, and ensure our company has continued growth. We do this
In 2015 we introduced the Happy 8 program, a work reform emphasizing by creating opportunities that empower people to grow and achieve more.
the ideal of an eight-hour workday. By communicating this ideal to Ultimately, we focus on helping people succeed and making a positive
employees, Happy 8 aims to increase individual and organizational impact in the communities in which we work and live.
productivity while also improving work life, private life, and health. As part We continuously strive to reflect the consumers we serve in our workforce,
of welcoming more flexible workstyle, in February 2017 we also began and that world is increasingly diverse and evolving.
promoting our Happy Friday program, encouraging employees to leave the
office at 3 p.m. on the last Friday of each month. Business Synergy Teams (BST)
Additionally, to give each employee the opportunity to reflect on their own Nissan North Americas offers employees the opportunity to join and/or
workstyle from a new perspective, each fiscal year since 2014 we have held lead Business Synergy Teams (BST). In tandem with executive sponsorship,
a Workstyle Symposium featuring invited guest speakers from outside the BSTs are developed by active groups of employees with shared interests
company. In fiscal 2020, we continued this symposium online. and values. BST members focus on supporting each other s achievement
Under the slogan Eight productive hours! Richer lives, better health, Happy of business goals, professional development, and interaction with local
8, we will continue striving for more flexible and attractive workstyles. communities. Since the first BST launched in 2007, Nissan employees have
embraced these groups and formed BSTs at every major US location as well
as Canada and Mexico.

Nissan North America partners with many charitable and social causes that
enhance the well-being of the local communities where we live and work.
We invite our employees to serve as volunteers, mentors or advisors, offering

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their time, talent and expertise to help nonprofit organizations carry out their Supports members in becoming the parents they
missions. We have a shared commitment to build a better, more sustainable Nissan Alliance of would like to be at major life milestones from the time
Parents children are born until they graduate from college while
world for all of us.
maintaining the career path they desire.
Makes contact with veterans and seeks opportunities
Veterans Business
to support and promote military activities within our
Synergy Team
Nissan community.
Business Synergy
Concept underlying activities Wellness at Work Encourages and supports employees desire to choose
Team (BST)
(W@W) a healthy lifestyle.
To promote individual and collective growth, create
networking opportunities and be a resource for open Women's Business Provides its members with networking, professional
Black Business and inclusive dialogue with employees and all levels Synergy Team development and community involvement opportunities.
Synergy Team of leadership. Membership is targeted to Nissan
employees who identify as Black, African American,
descendants of or allies of.
Increase awareness of the definition and scope of Achievements in Diversity and Inclusion in North America
eNable disabilities; improve disability sensitivity with our
employees, business partners and customers. Acknowledgment of Nissan North Americas commitment and
Serves to be a catalyst for a culture of equality at accomplishments in supporting diversity has come from a broad spectrum
Gay Straight Alliance Nissan that provides a safe, respectful, inclusive and of organizations and media. We appreciate that the marketplace has
at Nissan (GSAN) supportive environment for all LGBT employees, vendor
partners and customers along with their allies. recognized our efforts consistently throughout the years.
Generations In 2020, Nissan Canada (NCI) was selected as a Top 100 Ideal Employer for
Works to transfer the Nissan experience and technical
Business Synergy Interns for the fifth consecutive year. This is Canada s largest and longest-
expertise across all employee generations.
Team running student ranking of companies with participation of more than
Preserves transparency and communicates information 20,000 students from 159 universities. NCI was also certified as a Great
Green Team on company and local community initiatives related to
sustainability and the environment. Place to Work® for the second consecutive year with a 10% increase in the
Conducts Celebrate Humanity activities that contribute overall score. The anonymous survey of employees by Great Places to Work
Interfaith Nissan (iN) to local communities and respects, recognizes, and bases its certification criteria on corporate culture, workplace experience,
accepts all beliefs.
compensation, communication, and employee trust in leadership.
Multicultural Supports diversity and inclusion activities within Nissan
Business Synergy and the local communities that we work and live in. NR Finance Mexico was recognized by HRC Equidad MX as Best LGBT
Team（MBST） MBST is open to everyone who would like to share and Places to Work 2021. Their commitment to diversity is also shown through a
learn from Nissan s vibrant culture. partnership with PrideConnection Mexico.

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Initiatives to Promote Diversity and Inclusion in Europe Initiatives to Promote Diversity and Inclusion in Other
In Europe, as part of our efforts to promote gender diversity, we undertake a
Regions:
holistic approach by applying this philosophy in our production and supplier South America:
relationship, processes and management. A program called Way of Working (WoW) has been launched which
The diversity and inclusion activities are focusing on the full employee allows indirect employees to work both from home and from the office.
lifecycle from recruitment to engagement. Moreover we pay special This increases flexibility for employees, promoting work life balance. This
attention on gender, nationality and ability as primary areas to strengthen hybrid model - including Short Friday - will also help employee branding,
understanding of diversity and inclusion in Europe. attracting a more diverse workforce. Besides the communication planned
rolled out, workshops were held to help leaders adapt to this new working
We focus on strengthening the diversity of our pipeline through graduate style, training 301 leaders in the process.
hiring and support female career development through succession plans, Women s Talk is a new program launched on March 8th 2021, the
with special attention in engineering or technical areas. The Thrive female International Women s Day, to create an open space to share experiences
leadership development program took place in fiscal 2019, and a number of among the female employees in Nissan South America. Led by women
e-learning modules were launched to raise awareness on the topic. We are executives from the region, two sessions were held, in Portuguese and in
currently planning for our fiscal 2021 activities. The Nissan Skills Foundation Spanish. They facilitated discussions about relevant topics like Impostor
was established in 2014 at our plant in Sunderland, England, which provides syndrome*, Work-life balance, Career, Positioning, etc. The events
a variety of educational programs for elementary, middle, and high school gathered 250 female employees from all countries within the region,
students. As of January 2021, 65,000 students had participated in career generating a rich exchange of ideas.
development and engineering or STEM events run by the foundation. In Brazil, the Health teams brings in external experts to approach different
Female students accounted for approximately 46% of the participants. We topics related to pregnancy and motherhood to enhance support for
recently held a number of interactive sessions to celebrate International expecting employees.
Women s Day, with a view to appreciate outstanding women and men who
have contributed to the growth of Nissan as diversity and inclusion leader in * Impostor syndrome: Impostor syndrome is when you don t believe in your own abilities and
achievements, and underestimate yourself. You might become overcautious and unmotivated
automotive sector.
due to fear of failure.

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Africa, Middle East and India: influence of the unconscious bias that everyone has as well as techniques
Africa, Middle East and India, rolled out a diversity and inclusion strategy to mitigate their effects. Training of Trainers session for all head of
with a focus on seven areas of actions to support the region achieve HR across the region and training session in Saudi Arabia, Egypt and
a much more inclusive work culture, with a focus on gender diversity.  Middle East for managers and above was done in fiscal 2020 and to be
These seven areas cover recruitment, career planning, leadership pipeline, expanded across the region.
awareness and training, compensation and benefits, organizational culture For the International Women s Day, global panel on the role of women
and communications. in automotive sector, region wide social media campaign and leadership
The diversity and inclusion strategy is led by the Women at Nissan (W@ voice were delivered.
N) network, a cross functional taskforce of leaders of Africa, Middle As a result of the execution of several initiatives, the percentage of
East and India mandated with delivering on diversity and inclusion, women among managers has been increasing from 4.8% in 2016 to
aiming to deliver on Nissan s diversity and inclusion culture through the 14.8% in 2020.
development of a truly inclusive ecosystem at Nissan Africa, Middle East
and India, allowing women the opportunities to develop, grow and advance China (NCIC and Nissan China JVs):
in their professional careers. In November 2020, Alliance China Academy conducted "Diversity
Each market has a committee tasked with delivering on the mission and and Inclusion Leadership Learning Workshop" which aims to take the
execution of actions and entities under the Africa, Middle East and India overall concept and understanding to improve awareness of diversity
diversity and inclusion strategy, which was approved by the management and inclusion after successfully conducting the workshop of Women in
committee members. Leadership in 2018 and Intergenerational leadership in 2019. Through
the interpretation of the influence of diversity and inclusion on leadership,
W@N also launched several initiatives to help strengthen the culture of organizational atmosphere and engagement, participants understood how
diversity across the region such as the SheShares initiative, a yearlong diversity and inclusion will affect leadership behaviors and then impact
webinar series designed to encourage conversation and debate on issues the overall organizational productivity. 16 HR heads and professionals
related to diversity and inclusion. The initiative brings also internal and from NCIC and Nissan China JVs participated this 16 hours workshop in
external expert speakers to discuss a variety of topics within diversity and Beijing.
inclusion.
Also in fiscal 2020, Nissan Africa, Middle East and India has started
to implement Unconscious bias training for employees to learn the

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External Recognition for Diversity and Inclusion at

Nissan*
Both Nissan s diversity and inclusion initiatives and its attitude of placing
emphasis on employee diversity, have received considerable external
recognition.
As noted above, NCI was selected as a Top 100 Ideal Employer for the fifth
consecutive year and have also been certified as a Great Place to Work® for
the second consecutive year. In Mexico, NR Finance Mexico was recognized
by HRC Equidad MX as Best LGBT Places to Work 2021.
In 2015, we became the first company in Kanagawa Prefecture to earn
Platinum Kurumin certification, which is granted to Kurumin accredited
companies (certified as supporting childcare) that provide an even higher
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 automotive company to receive Gold in PRIDE Index, the top
award, a scheme which recognizes efforts to support LGBT employees; in
2020, we received the Gold award for the fourth 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.
>>> P252

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TRAFFIC SAFETY
GRI103-1 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
convenience and the pleasure of driving. In recent years, the automotive due to traffic accidents involving Nissan vehicles. Since 2004, our R&D
industry has made significant advances, particularly in autonomous driving department has been striving to develop technologies based on our unique
technologies and driver-support solutions. The world is also undergoing Safety Shield concept of vehicles that help protect people . Many different
major structural shifts due to aging populations and the rapid progression of types of Nissan vehicles are already equipped with the results of this work,
urbanization. Technological innovation in the automotive sector is expected including technologies to help prevent collisions or reduce the damage when
to help realize societies with less urban traffic congestion and more ways for a collision is unavoidable. Today, we are working toward the implementation
senior citizens to move about safely. of autonomous driving as the next advancement among our safety
Nissan designs and engineers cars that embody the pleasure and richness technologies and driver-assist features.
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 help realize a safer and more pleasant mobility
technologies. We also conduct a wide range of other activities to help build society.
a safer and more pleasant mobility society, including educational initiatives
to raise safety awareness among drivers, pedestrians and others in the
community.

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Goal of Nissan s Activities to Improve Traffic Safety Nissan s approach:

Nissan s approach to safety is focused on the real world and aims to help A triple-layered approach,
create a society with virtually zero avoidable traffic accidents. In 2020, targeting vehicles, individuals and society
there were 2,839 fatalities in Japan caused by traffic accidents. While this
is 376 fewer than in 2019, there are still more than 2,000 deaths per year Society
due to traffic accidents. According to the World Health Organization (WHO),
approximately 1.35 million people die each year in traffic accidents globally. Individuals
Unless significant steps are taken, traffic accidents could become the
seventh leading cause of death worldwide by 2030. Vehicles
We set the target of reducing the number of fatalities involving Nissan
vehicles to half their 1995 level by 2015, and worked toward achieving the
high target of halving this number once again in Japan, the U.S. and the
U.K. by 2020. We reached this target in Japan, but additional activities are
necessary in the U.S. and the the U.K. Nissan's ultimate goal is a world with
virtually no fatalities resulting from traffic accidents and we will continue
Fatalities per 10,000 Nissan Fatalities per 10,000 Nissan Fatalities per 10,000 Nissan
Japan U.S. U.K.
implementing activities to help achieve this goal. Vehicles Vehicles Vehicles

Nissan s ultimate goal:

Virtually zero fatalities involving Nissan vehicles
To help reduce traffic accidents and achieve this zero-fatality goal, it will be
necessary to develop and deploy effective safety technologies in as many
Virtually Virtually Virtually
vehicles as possible. Comprehensive efforts are needed, encompassing zero zero zero

individuals and the driving environment as well. We take a triple-layered Source: Institute for Traffic Accident Source: Fatality Analysis Reporting System Source: STATS19 data, U.K.

approach, targeting vehicles, individuals and society to contribute to the Research and Data Analysis Department for Transport

creation of a truly safe automobile society.

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GRI103-3 GRI416-1 GRI417-1

Traffic Safety Achievements Enhancements to Nissan s Safety Technology and

External Ratings Received
Vehicles: Developing Safety Technologies
In January 2015, we expanded Intelligent Emergency Braking to more
To promote safe and enjoyable driving, as well as ensuring that all our brands models. By the end of fiscal 2015, the technology was available on nearly all
comply with laws and regulations addressing automobile safety, Nissan is vehicle categories sold in Japan, including electric vehicles and commercial
working to develop automotive technologies that can help minimize risk to vehicles, and standard on all major models. In North America, it is now
vehicle occupants to the extent possible based on its unique Safety Shield available on nearly all models and standard on several models including the
concept. Pathfinder, Altima and Rogue. In Europe, it is available on the Juke, X-Trail,
Our Safety Shield concept divides the conditions surrounding a vehicle into Qashqai, Micra and other key models.
the six phases of risk has not yet appeared , risk has appeared , crash
may occur , crash is unavoidable , crash , and post-crash, and guides the Our vehicles have earned high safety ratings on many public and
development of various technologies in which the vehicle can help protect governmental tests held in various regions. In particular in Japan, from fiscal
people in each phase. This concept is the basis of our efforts to develop 2020 JNCAP*1 has introduced a comprehensive assessment in its "Car
safety technologies. Safety Performance 2020" evaluations encompassing the three criteria of
collision performance ratings, preventative safety performance ratings, and
automatic accident emergency call devices. To receive the highest score of
five stars, high scores must be achieved in each criteria (automatic accident
emergency call devices is, fitment requirement). In the overall ratings, the
Nissan DAYZ was the only kei minicar to receive five stars, a testament
to its overall high safety. Furthermore, a certification system for advanced
safety technology was launched by the Ministry of Land, Infrastructure,
Transport and Tourism in fiscal 2018. In fiscal 2020, the scope of cars and
devices subject to this system was expanded and 9 models and 25 types
equipped with intelligent emergency braking and pedal misapplication
prevention devices (Nissan DAYZ, Nissan ROOX, Note, Serena, Nissan
LEAF, March, Clipper series) were approved.

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Major External Safety Ratings (Based on 2020 Assessments) Aiming for Virtually Collision-Free Cars
Regions External Assessments Models Rating Our Safety Shield concept supports the safety of vehicle occupants in
JNCAP*1 Nissan DAYZ 5★ a variety of scenarios from a comprehensive perspective, from accident
Japan
Car Safety Performance 2020 Nissan Kicks 4★ prevention and avoidance to occupant protection.
Nissan LEAF, Nissan LEAF For example, during normal driving or parking, sensors and cameras can
5★
Plus,Murano, Altima, Maxima,
Overall Rating (2021 model year) monitor vehicles and pedestrians that may be difficult for drivers to see;
Sentra,Versa, Rogue Sport
NCAP*2
INFINITI QX80,
4★
this supports drivers and allows them to drive with peace of mind. In times
U.S. Frontier (Crew Cab), TITAN (Crew
Cab), Rogue, Nissan Kicks
Overall Rating (2021 model year) of potential danger, the vehicle can judge in an instant how to help avoid or
Maxima, Altima, Rogue, Murano 2021 Top Safety Pick+ lessen the danger.
IIHS*3
Sentra 2021 Top Safety Pick We have set ourselves the goal of providing optimal mobility worldwide.
China C-NCAP Altima(Chinese name Teana) 5★ We are committed as an automobile manufacturer to swift and widespread
popularization of our safety technologies.
*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.

Safety Shield

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Risk has not yet appeared Latest Safety Technologies*

■ProPILOT/ProPILOT Assist
■ProPILOT Park *All terminology and functionality as seen in the Japan market.
■Intelligent Distance Control
Helps the driver drive with peace
■Navigation-enabled Intelligent Cruise control with full-
speed range following capability
of mind
Risk has not yet appeared
■Adaptive Front-Lighting System (AFS)
■Intelligent Around View Monitor ProPILOT/ProPILOT Assist
■Intelligent Rear View Mirror
ProPILOT/ProPILOT Assist is a driver assistance system that can help
Risk has appeared speed control, lane centering and brake assist functionalities. ProPILOT 2.0/
■Intelligent Forward Collision Warning
■Lane Departure Warning ProPILOT Assist 2.0 offers a wide range of support for drivers traveling on
■Intelligent Lane Intervention a multi-lane highway by setting their destination in the navigation system
■Blind Spot Warning
■Intelligent Blind Spot Intervention to set a predefined travel route, such as hands-off driving while cruising
■Intelligent Back-up Intervention in a given lane and lane changes for passing and branching off. The new
Helps the driver avoid or lessen
■Intelligent Driver Alertness
the severity of an accident ProPILOT2.0 also enables hands-off driving while cruising in a given lane.
■Rear Cross Traffic Alert
When the vehicle approaches a road divide, or when passing a slower vehicle
Crash may occur
■Intelligent Emergency Braking is possible, the system judges the appropriate timing of branching off or
■Anti-lock Braking System (ABS)
passing based on information from the navigation system and 360-degree
■Vehicle Dynamics Control (VDC)
■Emergency Brake for Pedal Misapplication sensing. Intuitive audio and visual guidance is given to the driver, who is
prompted to put both hands on the steering wheel and confirm the start of
Crash is unavoidable
■Front Pre-Crash Seatbelts these operations with a switch.
Crash
■Zone Body Construction
Helps reduce injuries when a
ProPILOT Parking
■SRS Airbag Systems
collision is unavoidable Steering, acceleration, braking, shifting, and the parking brake can be
■Pop Up Engine Hood
controlled automatically by the system and assist the driver until parking is
Post-crash
■Automated Airbag-Linked Hazard Lamps
completed. Drivers are able to choose the parking style from among rear-
■SOS Call (HELPNET) facing, forward, and parallel parking depending on the scene.

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Intelligent Around View Monitor (with Moving Object Detection the rear of the driver's vehicle, it alerts the presence of this vehicle to the
Function) driver. When the driver has the turn signal indicator on, visual and audible
The system displays a bird's-eye view of the vehicle which shows the vehicle warnings are provided.
and parking space orientation and aids the driver in smooth parking.
The system can also detect moving objects around the vehicle and warn the Intelligent Blind Spot Intervention (I-BSI)
driver of detected objects to help support safe maneuvers when parking or When the system detects a vehicle driving in an adjacent lane approaching
departing from a parking space. the rear of the driver s vehicle - a common blind spot area, it notifies the
driver with an indicator light. If the driver then begins to change lanes, the
Intelligent Rearview Mirror system warns the driver while applying slight braking force to help avoid a
When the switch is turned on, the Intelligent Rearview Mirror shows the view collision with the vehicle in the adjacent lane.
through a rear-mounted camera, helping provide clear rearward visibility.
Any cargo or vehicle occupants inside the vehicle do not impede the mirror s Intelligent Driver Alertness (Erratic Steering Warning)
rearward view. Additionally, the sensitivity of the camera can be increased While driving at a high speed (60kph/37mph or higher), a visual warning in
at night or in other low-light conditions, providing the driver with a clear the meter display and an audible signal urge the driver to take a break when
rearward view in a variety of circumstances. this system detects via the driver s steering activity that driver alertness may
be reduced.
Risk has appeared
Rear Cross Traffic Alert (RCTA)
Lane Departure Warning (LDW) /
This system warns the driver with an audible alert when there is risk of
Intelligent LI (Intelligent Lane Intervention)
collision with a detected vehicle crossing the rearward direction of the
LDW can alert the driver with a warning display in the instrument panel and
reversing vehicle.
an audible alarm if the vehicle is likely to move out of the lane. In addition,
the intelligent LI generates a force to help bring the vehicle back toward the
center of the lane for a short period of time, helping the driver to move the
Crash may occur
vehicle back into the lane. Intelligent Emergency Braking
When the front-mounted camera detects a vehicle or pedestrian ahead and
Blind Spot Warning (BSW) the risk of collision increases, visual warnings appear in the meter display
When the system detects a vehicle driving in an adjacent lane approaching and an audible signal warns the driver to take appropriate action. If the driver

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does not reduce speed appropriately, braking is applied to help avoid or Canada, ProPILOT/ ProPILOT Assist is available in the INFINITI QX50,
reduce the severity of a frontal collision. Rogue, Rogue Sports, Altima, and Nissan LEAF. In Europe, it is available
in the Nissan LEAF, Qashqai, X-Trail and Nissan Juke. And in China, it is
Emergency Assist for Pedal Misapplication offered on the Altima, X-Trail, Qashqai and INFINITI QX50. The new Nissan
This technology uses sonar to detect walls and other obstacles in the DAYZ, was the first kei vehicle to offer this feature and its now also offered
direction of travel. For example, when the accelerator pedal is depressed in the Nissan ROOX, and in total, more than 1,110,000 vehicles equipped
too strongly or the system determines that there is a risk of collision, audio with ProPILOT/ ProPILOT Assist have been sold as of the end of March
and visual warnings alert the driver as the system reduces engine or motor 2021. We intend to deploy the technology in 20 models for sale in 20
output and brakes to prevent or reduce the severity of a collision. According markets by the end of fiscal 2023, when the number of ProPILOT/ ProPILOT
to our accident analysis, pedal misapplication is not restricted to parking lots Assist-equipped vehicles sold annually is expected to reach 1.5 million.
and similar spaces but also often occurs on the road. Our latest system can
support the driver in a wider range of situations in that it can detect vehicles From Preventive Safety to Autonomous Driving
and pedestrians with a front-mounted camera installed in the upper portion
We are enhancing our preventive safety technologies to support the four
of the windshield when traveling at speeds of up to 25 km/h.
basic steps in avoiding accidents: sensing, cognition, judgment and action.
Today we are developing autonomous driving technologies as the next step
Dissemination of Advanced Driver Assistance in our approach to driving safety. We believe that autonomous driving could
Technologies: ProPILOT/ ProPILOT Assist help reduce traffic accident - more than 90% of which have human error
ProPILOT/ProPILOT Assist was originally brought to market in 2016. In as a contributing factor - and help realize a society with virtually no traffic
September 2019, ProPILOT2.0/ProPILOT Assist2.0 was equipped as accidents.
standard in the all-new Nissan Skyline hybrid. The technology is highly Autonomous driving vehicles equipped with millimeter-wave radar, laser
acclaimed, winning Best Innovation Award in the 2019-2020 Japan Car of scanners and cameras continually monitor their surroundings in every
the Year awards and the RJC Technology of the Year at the RJC Car of the direction. If they approach other vehicles or objects, artificial intelligence
Year awards. Going forward, the technology will be introduced in a growing selects the appropriate action based on the information stored in its
number of models, including the electric SUV ARIYA. knowledge database. The goal is an autonomous driving vehicle that can
We are progressively deploying ProPILOT/ ProPILOT Assist globally in a correctly assess the situation, make decisions and drive safely even in
wider range of vehicle types. So far, in Japan, has been available in the complex traffic environments, such as crossroads with no traffic lights or
Serena, Nissan LEAF, X-Trail, Nissan Kicks, and Note. In the U.S. and when passing parked vehicles.

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GRI103-3 GRI416-1

Nissan implements field-testing of autonomous driving on a global basis. In Nissan s Traffic Safety Activities: Involving
2019 the U.K. Human Drive Project, an autonomous driving vehicle ran for
370km over the wide-ranging and unique driving environment in the U.K.
People
including suburban roads, highways and city streets. To create a better mobility society, it is important for as many people as
In a society facing issues including aging populations and urban congestion, possible to share an understanding of traffic safety, from drivers and vehicle
autonomous driving technologies may one day be able to help reduce traffic occupants to pedestrians. We take part in educational activities to help
accidents, providing peace of mind to drivers and increased mobility to the boost this safety awareness, including measures to improve driving skills and
rapidly growing number of senior citizens. We believe that autonomous a range of other safety promotions.
driving technologies are a major breakthrough offering new mobility value.
We are proactively developing these technologies and working to bring them Initiatives in Japan
to market.
Traffic accidents are statistically more likely to occur during the dusk hours
from 4:00 to 6:00 p.m. As part of the Hello Safety Campaign, Nissan s
Omoiyari Light Promotion urges drivers to turn on their headlights earlier
in the evening. We have been involved in this campaign since 2010 and
promote civic activities with two-way communication to raise public
awareness of traffic safety.
Furthermore, we launched a traffic safety project* in 2018 together with
a research department in Niigata University. One of the outcomes from
these efforts is the Wheel Spinning (Guru-Guru) Exercise , developed in
March 2020, which promotes and encourages safe driving among senior
drivers. Furthermore, in March 2021, in collaboration with Niigata University,
Kitasato University and Sagami Women's University, we established a virtual
laboratory called the Traffic Safety Future Creation Lab.
We are engaged in a wide range of activities with the aim of realizing a
mobile society with zero traffic fatalities, that embraces diversity and leaves
no one behind. We stand by the members of society who are at a social
disadvantage including in the area of transportation, such as small children,

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the elderly, foreign visitors and those cut off from public transportation encouraging drivers to turn on
because of depopulation. their headlights.
By urging greater awareness
* Traffic Safety Project of, and action on, safety
ToLiTon (Town, Life and Transportation) Safety Initiative
among corporations, nonprofit
This project was named to promote proposals to town, life, and transportation that are not
bound by past conventions
organizations, car-lovers and
other stakeholders, these
activities have helped our TRY-LIGHT ONLINE forum
Omoiyari Light Promotion Omoiyari Light Promotion steadily
On November 10, designated Day of Good Lighting , we supported people gain broad acceptance among the public.
in nine regions in taking the initiative to encourage drivers to turn on their
headlights before dark. In addition, the TRY-LIGHT ONLINE forum was held Traffic Safety Future Creation Lab
on December, 2020 to promote safety in a fun way befitting the Omoiyari The laboratory will prioritize reducing the number of traffic accidents caused
Light Promotion. Participants in the forum nationwide had discussions by elderly drivers, which has become a major social problem. Previous
including journalists. This event research has shown that driving errors are related to a decline in cognitive
was a great opportunity to promote ability and basic physical functions such as muscle strength and vision.
horizontal connections and further The laboratory will take on the challenges of accurately understanding this
enhance activities. This event was also relationship, tracing these declines back to lifestyle, culture, and community,
streamed, and we received comments and using the results of this research to create traffic safety solutions that
from viewers in support of the will allow elderly drivers to drive safely and in good health for a long time.
movement. Therefore, the researchers who will participate in the laboratory will come
Throughout the year, the Global from a wide range of fields such as biomedical engineering, medicine and
Headquarters Gallery hosts daily hygiene, lifestyle and apparel design, and social design, and we will find
presentations at dusk about the a wide range of partners such as local governments, medical institutions,
Omoiyari Light Promotion during educational institutions, and community development organizations. This
which Nissan s Miss Fairlady PR approach of integrating various fields of expertise, regions, and generations
staff members hold up signboards Nationwide voluntary participation in the campaign known as the "diversified innovational method" is one of the characteristics
to turn on headlights of this laboratory.

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Researchers are already working on research themes that are currently Society: Working Together with Society
being planned. In addition, the laboratory will work to disseminate the
"Wheel Spinning (Guru-Guru) Exercise" co-developed by Nissan and Niigata We believe we can help create an even safer mobility society by using
University nationwide. information from the traffic environment surrounding vehicles on the road. In
collaboration with a wide range of governmental agencies, local authorities,
and companies, we are participating in various projects aimed at realizing a
safer, more pleasant mobility society for all.

Installation of SOS Call (HELPNET) Advanced

Automated Reporting System
Measuring driving characteristics with an actual car Measuring visual functions with a driving simulator SOS Call (HELPNET), an advanced automatic accident reporting system that
enables data and voice communication to a dedicated operator in case of
emergencies such as a traffic accident, sudden illness, risk of an accident,
tailgating and other forms of road rage, is now installed in the Nissan DAYZ,
the first in minicar segment in Japan. We will be gradually expanding the
number of models where the system is available. There are two types of
notifications: automated notification when the airbag is triggered in a traffic
accident, etc., and manual notification using the SOS call switch. After
the call is made, a dedicated operator uses the information obtained from
the vehicle to quickly contact the fire command center or the police, and
supports the driver for example by arranging for ambulances.

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Applying NASA Technology to Develop AI for The town of Namie conducted a field operation test, the "Namie
Autonomous Vehicles Smart Mobility Challenge", using a shuttle service and other means
of transportation using EVs, which are a completely new means of
To realize fully autonomous city driving, we are developing the Seamless
transportation, useful for business and tourism, and also friendly to the
Autonomous Mobility system (SAM). SAM will be able help cars safely
elderly and other "mobility disadvantaged" people. Shrinking access to
navigate unforeseen situations like accidents, road construction and other
public transportation due to depopulation and aging is a common issue in
obstacles. When autonomous decision-making is difficult, a remote operator
Japan's regional cities. By providing
draws up an ideal route to manage the situation and sends it to the vehicle
new mobility services that are safe,
for execution.
secure, and convenient, we will work
to help solve these issues and become
Field Operation Test of Smart city a model case for better community
On February 2, 2021, three local governments and eight companies, development.
including Nissan, signed an "Agreement on Collaboration for Community
Development Using New Mobility in the Hamadori Region of Fukushima
Prefecture".
The purpose of this agreement is to work together with local residents for
community development of the future with dreams and hopes, utilizing the
resources, advanced technologies and know-how of each company, for
the reconstruction from the Great East Japan Earthquake and the future
community development of Namie Town, Futaba Town and Minami-Soma
City. Specifically, the companies will collaborate in the areas of community
revitalization and resilience, as well as the creation of mobility services that
will provide a new means of transportation and low-carbon initiatives through
the use of renewable energy, with the aim of realizing sustainable community
development.

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PRODUCT SAFETY AND QUALITY

GRI103-1 GRI103-2

Product Safety and Quality Policies and Quality Policies and Philosophy
Philosophy Quality has many aspects, and we seek to provide high quality at all stages
of the customer experience: how it feels to use the product itself, the way
Product evaluations and automaker brand value are entirely dependent on
customers are treated by sales staff in showrooms, the response if problems
customer perception of quality. In the automotive industry, rapid technical
arise with the product. To achieve this, we pursue effective companywide
innovations are seeing customers demand ever-higher levels of quality in the
cooperation at the cross-functional and cross-regional levels. Based on a
products they purchase. A company can strengthen its brand by consistently
customer focused ethos, Nissan aims to be recognized by customers as a
providing the value customers expect, but failing to meet expectations even
brand offering top-level quality in both products and sales and services.
once makes it harder to maintain a platform for providing new value to those
Vehicle product quality is essential for safe and comfortable long-term use.
customers.
We aim to provide a high level of quality that meets customer expectations
As mobility needs rise worldwide, driven by increased urbanization and
over the entire lifecycle of the product. This includes the perceived quality
structural changes in the global economy, Nissan is fulfilling its mission of
when a customer opens the vehicle s door in the showroom, sits in the seat
offering people everywhere the rich benefits of mobility. At the same time,
and takes a test drive; the initial quality in the first year after purchase; and
we believe that automakers have an important responsibility to always offer
the durability that allows the vehicle to provide many years of use.
customers the kind of quality they expect.
We also conduct initiatives to increase customer satisfaction (CS) regarding
Nissan aims to earn its customers trust by addressing quality as a
sales and service quality. Our aim is to exceed expectations at every
companywide issue. This means providing top-level quality to customers
customer contact point, including dealership visit, purchase, maintenance,
at every stage, from the planning of new vehicles through development,
inspection and repurchase.
manufacturing, logistics and sales to aftersales service.
We listen to customers and incorporate their feedback in every process
throughout the company in our pursuit of CS.

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Product Safety and Quality Management Product Safety and Quality Achievements
Ensuring the safety of customers who purchase Nissan cars and Reflecting Customer Feedback in Activities to Enhance
consistently providing the quality they expect are both important parts of Quality
gaining their trust. In order to earn that trust and achieve sustainable growth,
Quality reflects how successfully Nissan interacts with its customers. In
Nissan has set the companywide goal of being recognized by customers
order to provide the value that customers expect and respond rapidly if
as a brand offering top-level quality. We have created systems to promote
they are not satisfied, we listen to all feedback and put what we learn to
quality improvement globally, with top executives taking responsibility for
use in measures to improve quality at every stage, from product design and
ensuring these promotions are successful. All Nissan employees work
development to aftersales service.
together as one to improve quality around the world.

Management Systems for Product Safety and Quality Responding Rapidly to Customer Feedback and Timely
Sharing of Information
To achieve top-level quality, we have assigned a number of Senior Vice
We receive and respond to customer comments and questions worldwide
Presidents, headed by the Chief Quality Officer (CQO), to focus exclusively
through a range of contact points, including dealers, call centers and
on quality issues. A CQO meeting, chaired by the CQO, is held every month
surveys.
and attended by executives representing each division and region. These
Our customer call center in Japan, for example, receives around 200,000
meetings work to promote the swift solution and improvement of issues
comments and questions from customers annually. All catalogs, instruction
related not just to product quality but also to sales and service quality
manuals and similar materials published over the last 50 years have been
experiences before and after purchase.
digitized for easy searching, letting operators address customer concerns as
Additionally, in order to fully implement compliance, we have established
quickly as possible. Operators also have access to a database of frequently
a three-layer monitoring and audit system and are working to strengthen
asked questions and their answers, organized into three segments by vehicle
our audit activities. The first layer consists of each division implementing
models, keywords and categories.
monitoring activities to ensure strict observance of laws and standards.
Opinions and comments received by our customer call center in Japan are
In the second layer, the Conformity Audit Office conducts audits of those
anonymized and shared companywide on the intranet, where employees can
efforts to observe laws and standards. And in the third layer, the Internal
access and view them at any time. Information is also promptly sent by email
Audit Office conducts risk-based audits in accordance with annual plans.
to executives and senior managers.

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Employees who buy Nissan vehicles are also customers and important Adopting a Customer Perspective
stakeholders. The Quality Listening Box on our intranet lets employees
We believe all employees must have a customer-centric perspective and are
actively contribute information to raise the quality of products and services.
implementing a variety of activities, including companywide training to foster
this mindset and efforts to provide opportunities to experience customer
feedback on a daily basis.
Incorporating Customer Feedback into Products and Since 2003, we have also held Nissan Quality Forums for executives,
Services employees and suppliers. These annual forums use information displays,
We have implemented a system for reflecting customer feedback in our video presentations and actual vehicles and parts to showcase our latest
products and services. Reliable information sharing ensures that this quality results, customer feedback and activities aimed at meeting targets.
feedback is incorporated in the work of all functions, including product The forums are organized cross-functionally by all divisions from R&D to
planning, R&D, manufacturing and sales. service. In recent years experiential events that lead to actions being taken
Product quality is about more than just a lack of mechanical faults―it have been organized in order to raise all employees focus on customers and
includes any factors that could lead customers to feel dissatisfied. We see the importance of quality and to help them think and act from the customer's
these factors as issues requiring action and strive to improve quality across perspective. They are held globally in Japan, North America, Europe, China,
all areas. Southeast Asia and other regions.
The value that customers expect from products varies according to their
region, age, and personal tastes and can also be affected by market factors,
such as product diffusion levels or even climate.
Although we have basic specifications for global design, we fine-tune these
to meet regional needs. The Chief Quality Engineer (CQE) performs this role,
participating in the vehicle manufacturing process from the product planning
stage in order to reduce customer dissatisfaction and defects. We glean
customer perspectives from market information and employee monitors and
prioritize our response to these from the planning and development stages
for both products and services.

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Improving Product Quality Approaches in Development and at Manufacturing Plants

Product quality is a basic feature in allowing customers to use a product Improving Perceived Quality and Developing Vehicles with Valued
safely and comfortably over the long term. For Nissan, a leading Designs
automaker with a strong history of monozukuri , Japan s tradition of careful Perceived quality is the quality that customers feel when seeing, touching
craftsmanship, product quality is the foundation for our sustainability as a and operating a vehicle. For example, when customers come to the
company. We consider quality from the customer s perspective at all times showroom, they open vehicle doors, sit in seats and check things like the
and respond quickly if a defect occurs, striving to prevent recurrence so as texture of interior fittings.
not to inconvenience the customer. We ascertain customer dissatisfaction The perception of quality is a particularly subjective matter, and applying
and address it through all possible means, improving quality to increase objective criteria requires thorough studies. We conduct consumer
satisfaction. researches around the world targeting customers who have purchased
We categorize product quality into areas like perceived quality, initial quality or are considering purchasing a Nissan car in order to understand their
and durability. Quality improvement efforts target the entire lifecycle of a perceptions better and incorporate those perceptions in new vehicles. Our
product, from planning and design to R&D, manufacturing, logistics, sales perceived quality specialists communicates the voice of customers around
and aftersales service. We monitor the results of quality surveys, using them the world and support us to develop attractive styling vehicle that are valued
as internal indices and making improvements through the PDCA (plan, do, by our customers.
check, act) cycle.

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Producing Products of Consistent Quality Worldwide Implementing Quality Tests Envisioning a Myriad of Situations
We have adopted the 4G Strategies to produce high-quality products Each of our production cars and development models is evaluated using
globally. These strategies let us quickly create optimum production a system called AVES* to monitor quality on a daily basis. Feedback from
structures for providing consistently high-quality products to customers customers is incorporated in standardized evaluation criteria, which are
around the world. used to train quality assessment specialists. Only these company-certified
experts, known as AVES Masters, can perform our strict daily assessments.
Nissan s 4G Strategies The assessment process evaluates the vehicle s interior and exterior and
tests it while it is in operation, focusing on whether it meets quality standards
Global Production Global Professional
Engineering Center (GPEC) Development Center (GPDC) defined in terms of customer requirements.
During the running tests, carried out on actual roads, assessors check the
The GPEC develops optimized The GPDC trains logistics
production processes through focused specialists to work at vehicle in areas including unexpected noise, vibration, stability of handling
trials and analysis of new vehicles. As manufacturing bases. Training and the functionality of its various advanced systems.
well as dramatically improving quality includes parts packaging design,
in the vehicle production preparation packaging testing and evaluation Final responsibility for overall quality is the responsibility of the CQE, who
stage, it strives to establish global methods, CAD and optimum envisages different use scenarios for Nissan vehicles and carries out
quality consistency by spreading high logistics cost management to
standards to manufacturing plants in maintain high quality.
stringent quality checks accordingly.
and outside Japan.
* AVES stands for Alliance Vehicle Evaluation Standard. AVES is a quality evaluation system
used across the Renault-Nissan-Mitsubishi alliance, in which specially trained experts assess
Global Launching Expert
Global Training Center (GTC) vehicles using more than 300 quality assessment criteria established from the customer s
(GLE)
perspective.
Manufacturing quality and productivity The GLE aims to develop talent
depend greatly on the skills of that can support resolving issues
individual workers. To raise these skills
to a competitive level in our plants
related to monozukuri during the Activities to Improve Market Quality
new vehicle launch phase.
worldwide, the GTC runs classroom Evaluations and advice from
lectures and skills training activities Swiftly Improving Quality in Local Markets
GLE core members and support
based on the Alliance Production Way We are strengthening direct communication with sales companies and
from GLE registered members
(APW). Graduates of Master Trainer
help us meet QCT (quality, cost, customers to promptly identify and respond to customer dissatisfaction
programs take part in training programs
for local staff in regional training time) targets on every new
vehicle launch. and defects. Our TCSX (Total Customer Satisfaction Function Division)
centers, efficiently passing their skills
on to others. addresses customer dissatisfaction and quality issues based on information
from sales companies and the customer call center. It shares information

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with the R&D and manufacturing divisions to investigate the causes and Our FQCs conduct market quality research and analysis in five phases.
come up with countermeasures. These countermeasures are incorporated in First, they recall problem products from the market to clarify the facts
production models on the market. In this way, we seek permanent solutions and conduct detailed interviews to replicate the defects (Phase 1). Next,
to prevent outflow of quality issues. they bring suppliers together with our R&D and manufacturing divisions
The global expansion of our corporate activities has increased our potential to share information, decide on areas for further investigation and assign
exposure to customer dissatisfaction and quality issues in more regions responsibilities (Phase 2). Based on the findings of these detailed studies,
around the world. In response, we have established Field Quality Centers staff members gather again to scientifically pinpoint the cause of the
(FQCs) with the goal of promptly gaining an understanding of regional problem and decide on specific countermeasures (Phase 3). These
quality issues and analyzing their causes locally. There are now 18 FQCs in measures are incorporated in future R&D and manufacturing activities
Japan, the U.S., Europe, China, Mexico, Brazil, South Africa, India, Australia, and new management structures are put in place to prevent recurrence of
Thailand, Malaysia and other locations. reliability issues or incidents (Phases 4 and 5).

Conceptual representation of the five phases of

market quality research and analysis Improving Initial Quality
Collecting and analyzing information
Initial quality issues involve defects that occur within a year of a new car
Phase １
Clarification of the fact
Confirmation of the phenomenon with parts and vehicles purchase. To ensure that customers are satisfied, we maintain a firm
commitment to enhancing quality at the manufacturing stage for every single
Phase 2 Sharing the facts with R&D/manufacturing/suppliers product that comes off the line. To this end, we have adopted the Alliance
Sharing the fact and Agreement on investigation items/responsibilities with R&D/
decision of investigation manufacturing/suppliers Production Way (APW) as our fundamental approach in this area. The Chief
items and responsibilities
Vehicle Engineer (CVE), who is responsible for development, meets with the
Phase 3 Identification of the root cause from failure cause analysis & Test CQE to share information from the market in order to promptly respond to
Root cause analysis & result
planning countermeasure Planning countermeasure proposal based on technical customers wishes and potential satisfaction concerns.
proposal standard (design/manufacturing) and failure effect analysis
We confirm quality improvements for each process and explore necessary
Agreement and decision of countermeasure with R&D/ risk-reduction measures by visualizing potential risks at the planning stage.
Phase 4 manufacturing/suppliers
Validation of Countermeasure adoption at production line and deployment in Applying all of these processes with transparent criteria lets us ensure that
countermeasure content market
new models offer high quality from the outset.
Phase 5
Recurrence prevention Revision of the technical standard (design/manufacturing)
and horizontal Revision of the management process
deployment

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Enhancing Durability Recalls in FY 2020*1

Product life is affected by durability issues that can arise from long vehicle
use: molded resin parts changing color or deforming, surface materials Recalled Vehicles
Country/Region Number of Recalls
(1,000 units)
becoming abraded, chrome stripping away and material fatigue producing
Japan 14 277
odd noises in the vehicle. We consistently obtain data of warranty after
the initial sale and conduct quality checks on recovered vehicles and parts North America 21 3,270
actually used by customers to identify defects earlier. Analyzing this data Europe 11 352
helps us develop technologies that are more resistant to durability issues. Other 21 93
Global 49*2 3,993
Fair and Prompt Response to Material Quality Issues
As an automobile manufacturer, Nissan's primary responsibility is to do its *1 Since they are source from internal data, these figures may differ from data published by
government authorities.
best to prevent product defects from occurring. At the same time, it is our
*2 The total number of recalls is calculated by counting each recall measure as one case;
responsibility to be prepared for worst-case scenarios in the manufacture of therefore, the aggregate number of recalls by country/region does not sum to the global total.
automobiles, which are extremely complex industrial products. Nissan's basic
stance on recalls is to respond in a transparent, fair and prompt manner. It is
our policy that decisions on recalls should be made from the perspective of Approaches with Suppliers
compliance with laws and regulations, as well as from the perspective of how
As our production network expands worldwide, the risk of problems related
the issue affects customer safety. Our top priority is to ensure the safety of
to the quality and supply of parts increases. Our efforts to ensure product
our customers and minimize inconvenience to them, and any recalls deemed
quality include working with suppliers to improve quality at all production
necessary are promptly implemented.
sites from the design stage onward.

Promoting Risk Evaluation and Reduction Management Among

Suppliers
We promote stronger global management at the head offices of our
suppliers with global operations even as we work to enhance our own global
quality management. Nissan representatives visit each supplier s plants
and check the quality control conditions on their production lines. We also

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offer support for suppliers efforts to meet the quality control standards we quality and market quality as well as the SHC*3 supplier audit to check their
require. management system. This ensures that suppliers maintain their systems for
In addition to these activities, we have prepared checklists based on consistently delivering high-quality components and conduct new initiatives
successful resolution of past issues and work not only with direct suppliers to further improve quality. We are implementing initiatives to ensure quality in
but also with tier-2 suppliers to implement quality improvement measures. response to changes in the environment, such as remote checks from fiscal
2020.
Supplier Inspections and Training for Improving Product Safety and
Quality *1 ANPQP stands for Alliance New Product Quality Procedure. We created the ANPQP based
on IATF16949, a standard for automotive sector quality management systems published by
To ensure product safety, we work together with suppliers and conduct
the International Automotive Task Force (IATF), in order to establish supplier quality assurance
inspections for products as well as components. standards.
Each component from our suppliers represents the end-product of a Click here for more information on ANPQP.
complex manufacturing process that includes planning and development https://www.nissan-global.com/EN/QUALITY/PRODUCTS/GLOBAL_SP/GUARANTEE/
*2 ASES stands for Alliance Supplier Evaluation Standard. The ASES is used to evaluate if a
validation, turning design blueprints into prototypes, performance testing
vendor qualifies to become a suitable supplier. Based on 240 criteria at five stages, potential
and, finally, mass production. We have created a system called ANPQP*1 vendors are ranked A, B, C or D. We then form business relationships with the top-ranked
for regulating the necessary quality assurance across this entire series of industry suppliers.
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.
delivered by suppliers to confirm their high quality.
To determine whether new suppliers are able to carry out these tests, we
developed the ASES system.*2 The ASES contains 240 evaluation criteria
to determine if a component is defective and analyze the systems in place
to prevent problems occurring. The ASES is applied on-site, at the supplier s
factory. New suppliers undergo ANPQP training and are certified as trainers
themselves after they reach a specified level. They then conduct training
on the supplier s premises and build a system for supplying precision-built
components.
For all Nissan suppliers, we are implementing a Supplier Score Card
containing an assessment of diagnostic measurements like delivered

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Sales and Service Quality Improvement Updating Global Dealership Standards

Nissan continues to improve not only vehicle quality but also quality of sales In response to the diversification of our customers expectations and
and aftersales service at Nissan dealership seeking to exceed customer lifestyles, we introduced the Nissan Retail Concept (NRC) to dealerships
expectations at all touch points. Through effective management of sales and around the world to promote standardization for providing consistent brand
service quality at dealerships in major markets around the world, we strive experience.
to improve CS (Customer Satisfaction) by adhering to the Nissan Sales and With the rapid spread of digitalization, consumers purchasing behavior
Service Way (NSSW). and ownership experiences are changing dramatically. To respond to these
changes, we have introduced global standards for improving our dealership
Nissan Sales and Service Way (NSSW) operations, from new standard shop designs to digital environments for
dealerships. Adoption of the new standards has already begun in key
NSSW is a set of global guidelines designed to improve customer
countries, and more than 2,200 stores had completed the facility standard
perceptions of our brand and products. It aims to increase satisfaction with
adoption by the end of fiscal 2020. We continue to deploy the new concept
our sales and aftersales service in targeting to achieve top-level CS in key
in our stores around the world.
markets including Japan, the U.S., China, and major European markets and
The new dealership layout and design is intended to appeal to all customers,
we conduct a range of activities based on the NSSW.
from those who come to purchase a new car to those who come for vehicle
In particular, we set global standards in hardware and software aspects to
inspection or servicing, creating comfortable, welcoming spaces that offer
provide customers with a consistent sales and service experience.
needed services as efficiently as possible. With the adoption of digital tools,
we are aiming to make dealership operations more efficient and assist
customers considering the purchase of a new car.
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).

* Click here for more information on Nissan Intelligent Mobility.

https://www.nissanusa.com/experience-nissan/intelligent-mobility.html

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Shift to more individual customer-focus company

As our customers expect more personalized and frictionless experience,
we are shifting our focus from mass-market generic initiatives to more
personalized individual initiatives aimed at delighting our customers.
To ensure to implement these initiatives, Nissan Academy, a special team for
educating dealers, develops and conducts training for dealership staff and
management to go beyond customer expectations.
To focus on the voice of each individual customer and quick problem
resolution, we implemented Quick Voice of Customer (Quick VOC). It is not
a survey but a powerful tool to capture customer s feedback with 3 simple
questions and free verbatim. In case customer shows any concerns, Quick
VOC provides the Dealer/ Nissan a hot alert and allows the Dealer to quickly
resolve the specific customer s concern and thereby increases customer
promotion for Nissan.
To boost our activities at dealerships, we train area managers and
continuously improve our practices. These area managers analyze
dealer operations, develop improvement plans based on their individual
situations and support
their implementation, to let
dealers continue autonomous
improvements. We continue
to improve the quality of our
sales and service in order to
improve satisfaction among
customers who visit our
dealerships.
New logo Nissan dealer outlet

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SUPPLY CHAIN MANAGEMENT

GRI102-9 GRI103-1 GRI103-2 GRI308-1 GRI414-1

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

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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.)

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GRI103-1 GRI103-2 GRI103-3 GRI406-1 GRI407-1 GRI408-1 GRI409-1 GRI411-1

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
to new laws and ordinances: (1) updating the procurement policy to include do everything necessary to prevent a recurrence. In fiscal 2020 no human
responsible mineral procurement and the elimination of antisocial forces rights violations, such as discrimination, occurred, and no supplier was found
based on new Japanese governmental guidelines and regulations; (2) to be 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

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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 2020, 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
Guildeline_2021_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,

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GRI103-1 GRI103-2 GRI103-3 GRI308-1 GRI414-1

Supply Chain Management confirmation. When results do not meet Alliance standards, suppliers
are asked to draw up plans for improvement. We then monitor their
Nissan has been always working to improve its supply chain through implementation. In fiscal 2020, we held a seminar for suppliers, where
activities including third-party assessment of suppliers sustainability a rating organization spoke to them directly how to answer assessment
activities and sustainability training for workers in its purchasing department. questions and formulate improvement plans. By now, more than 90% of
We have also instituted an awards system to recognize suppliers whose Nissan's purchase demands are covered by a third party assessment.
performance is outstanding. This awards system aims to encourage We also conduct sustainability training in our purchasing department to
suppliers in the global supply chain to embrace Nissan s management ensure that employees conduct checks of suppliers sustainability activities
approach, which balances the economic activities of quality, cost reduction in their daily work.
and technological development with social responsibility and environmental If there are issues with the supply of parts and materials, they may
concern. lead to problems not only for Nissan s production but also supply chain
Working with Suppliers in Strengthening Our Business Foundations to Address Environmental
as a whole. We therefore position the following measures as part of
Issues
>>> P110 sustainability activities and implement: (1) confirming supply risks
Product Safety and Quality Achievements with Suppliers under normal circumstances; (2) following up annually on quality, cost,
>>> P154 delivery, development, management, sustainability, and risk (QCDDMSR)
performance and (3) working with suppliers to craft response plans for
Evaluation, Monitoring, and Auditing of Suppliers' natural disasters to ensure production continuity or early restoration of
Sustainability Practices capacity.
Nissan has been confirming suppliers acceptance of the Renault-Nissan We monitor compliance from the perspective of supplier management,
CSR Guidelines for Suppliers and check their environmental management constantly assessing the situation at each supplier based on a range of
systems and their willingness to advance environmental activities with factors. When high risk is identified, we work with the supplier to rapidly draft
us at the time of supplier selection. Among newly selected suppliers in and implement countermeasures.
fiscal 2020, 100% of them met both Nissan s social standards and basic In fiscal 2020 there were no suppliers whose compliance was problematic,
environmental principles. and no supplier contract was terminated for such a reason.
In 2016 the Renault-Nissan alliance began third-party assessment of
suppliers sustainability activities to raise standards through mutual

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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. Recognizing Supplier Contributions Worldwide
In fiscal 2013 we introduced the Total Delivered Cost (TdC) Challenge,
Each year we recognize the contributions of our suppliers to the
aiming to optimize all fluctuating costs, including for specifications, materials,
development of our business and improvement of our performance with
exchange rates and logistics. Our various functional departments, together
awards presented at the global level as well as in each of the regions where
with suppliers, are continuously working to forcefully advance the TdC
we operate. At the Nissan Global Supplier Awards, we present Global
Challenge and improve both quality and supply.
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 2020, five companies received Global Quality Awards,
while Global Innovation Awards went to eight companies.

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GRI102-9 GRI102-15 GRI103-1 GRI103-2 GRI103-3 GRI414-1

Responsible Minerals Sourcing Responsible Minerals Sourcing Management

Minerals Sourcing Policy Governance System for Supply Chain Due Diligence
The head of the Purchasing Department is responsible for conducting supply
In 2013, Nissan moved quickly to establish a policy against use of conflict chain due diligence with the cooperation of the R&D Division, Sustainability
minerals and published the policy on its website. Following this in July Development Department, and other related divisions, and reports the
2020, it formulated and published its new Global Minerals Sourcing Policy results to the Global Sustainability Steering Committee. If necessary, the
Statement and expanded the scope from the conflict minerals known as results are also reported to the Executive Committee (EC), Nissan's highest
3TGs (tin, tungsten, tantalum, and gold) to all minerals including cobalt from decision-making body, for use in determining future initiatives.
conflict-affected and high-risk areas.
Nissan s goal is to conduct ethical, social and environmentally conscious
business practices at every level of our global supply chain. We monitor our Conflict Minerals Management
supply chain to assess whether the mineral resources contained in materials We began conducting conflict-mineral surveys in our major areas of
or components used to manufacture our products have any harmful social operation (Japan, North America and Europe) in fiscal 2013. Starting in
effect, such as on human rights or the environment. When there are fiscal 2014, we gradually expanded the scope of these surveys to other
concerns about the minerals being used, Nissan actively works to end that areas. Surveys on a massive scale are required to grasp the status of
use. minerals usage throughout the global supply chain. We therefore collaborate
Based on its Global Minerals Sourcing Policy Statement, Nissan references with organizations including the Japan Automobile Manufacturers
to OECD Due Diligence Guidance for Responsible Supply Chains of Minerals Association, Inc., the Japan Auto Parts Industries Association, and the
from Conflict-Affected and High-Risk Areas to implement due diligence Japan Electronics and Information Technology Industries Association to hold
related to minerals sourcing in its supply chain. From 2021, the Renault- regular working group sessions to consider methods for investigation and
Nissan-Mitsubishi alliance has also joined the RMI* and will work with its analyzing the results of those investigations.
suppliers to assess risks and will strengthen its efforts to take corrective The surveys track minerals back through the chain of suppliers using
actions furthermore whenever issues are identified. documents called CMRTs (Conflict Mineral Reporting Templates) provided
by the RMI*. This enables Nissan to identify smelting and refining companies
* Click here to download Global Minerals Sourcing Policy Statement. that are not procuring minerals that are a source of funds for armed groups
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/Minerals_Sourcing_Policy_e.pdf in their regions.
* 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.

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We provide the suppliers we survey with manuals describing how to fill in Management of Cobalt
required forms and what tools to use to collate results. In this way, we work Nissan is aware that not only geopolitical risk but also environmental
to increase understanding of conflict-mineral issues throughout the supply impact and human rights issues related to cobalt mining have been pointed
chain. out. Together with suppliers, Nissan aims to carry out responsible cobalt
In fiscal 2020 we conducted surveys in 10 markets, Japan, the United sourcing.
States, Mexico, Europe, China, Thailand, Taiwan, India, South Africa and Since 2018, Nissan has conducted interviews with its lithium-ion battery
Brazil. No suppliers were found to be using minerals from smelters/refineries suppliers and follows up with them on a regular basis and is identifying its
believed to be connected to armed groups. supply chain. We are enhancing our approach to identifying cobalt smelters/
Going forward, we plan to make our surveys more effective by improving refineries by referencing the OECD Due Diligence Guidance. Any identified
its methodology in conjunction with the member companies of the Japan smelters/refineries will be disclosed on an ongoing basis.
Automobile Manufacturers Association, Inc., and the Japan Auto Parts
Industries Association. We will also continue to seek responses from * Click here for more information on our actions for minerals sourcing.
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/Minerals_e.pdf
suppliers that did not reply to the survey.

* Click here for more information on our actions for minerals sourcing.
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/Minerals_e.pdf
* 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.

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HUMAN RESOURCE DEVELOPMENT

GRI103-1 GRI103-2 GRI103-2 GRI103-3 GRI404-2 GRI404-3

Human Resource Development Policies and Human Resource Development Management

Philosophy Continually Improving Human Resource Systems
We value a self-directed stance toward learning by employees, and are Nissan is working constantly to improve its human resource systems to
working to foster a corporate culture in which they can demonstrate their achieve growth for its people and organization over the medium to long
abilities and potential and in which both the company and employees can term. We updated these systems in fiscal 2020 and established three pillars
continue to grow together, as well as to develop human resources. of appraisal, namely appraisal metrics based on the evolved Nissan Way,
We encourage employees to take ownership of their own careers and People & Collaborative Leadership to support employee s motivation for
promote skill development. We also promote active collaboration and growth, self-development, and to enhance teamwork, and the expertise.
teamwork with others, in addition to the development of team members by
their supervisors in their respective workplaces. Specifically, the five values
The value and action standards which is commonly set
NISSAN WAY
of the Nissan Way, which evolved in fiscal 2020 as a symbol of the new across the company are represented by the 5 principles
Competency of ‘NISSAN WAY’.
Nissan, and the appraisal system, which emphasizes the development of
human resources and promotion of collaboration, was revised in fiscal 2020 People & Collaborative The value and action standards related to people
Leadership Competency management, collaboration and leadership.
to ensure sustainable growth and development of the organization and
human resources. The action standards based on specific skills that
Technical Competency employees are required in each organization.
In addition, to provide employees with effective learning opportunities even
in remote work environments, we provide over 20,000 types of e-learning
content on a global basis and are also promoting the expansion of digital Based on these, we have introduced "Competency Appraisal" measuring
learning infrastructure by preparing an environment so that employees can an employee's skills, knowledge, and attitude and "Performance Appraisal"
take courses on their own mobile devices. measuring to what extent the employee achieved their goals. These are
used to appropriately evaluate employee contributions to the company and
determine compensation.

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Support for Self-Designed Careers Offering Learning Opportunities

At Nissan, all employees have an opportunity twice a year to discuss their
own careers with their supervisors to support their career designs. Together
with Performance Appraisal and Competency Appraisal, employees and
their supervisors reach a consensus through dialogue.
Aiming to enhance measures for career development as well as growth in
their dialogues, training programs are provided to improve supervisors skills.
In addition, guides and e-learning are available for employees to voluntarily
consider their own career. We use dedicated tools for evaluation to keep
track of evaluation records so that even a newly instated supervisor can
immediately confirm employees growth progress, which makes it possible to
maintain consistency within the human resource development. We conduct
surveys to gain employee input regarding the evaluation dialogues and to
learn their level of understanding and satisfaction with the system. Based on
Based on our firm belief that employees are our most important asset and
the results, we implement necessary measures and make improvements. We
that nurturing them is critical, we support them by providing a large number
monitor employee satisfaction regarding the dialogues with their supervisors,
of learning opportunities. We have developed various programs to help
and there has been an improvement in employee understanding and
employees improve their management and business skills, and to develop
acceptance of the evaluation system.
leadership skills. In these ways, employees are encouraged to enhance
Employees in Japan have a chance to take on the challenge of a new
their skills, their knowledge and their mindset in order to realize their career
position through the Shift Career System (SCS) and the Open Entry System.
visions.
The SCS enables employees to apply for positions in other departments or
Specifically, in addition to mandatory trainings for each career stage,
areas in which they are motivated to work in, regardless of whether there is
we implement elective trainings which allow employees to choose what
a position immediately available. The OES allows them to apply for all openly
they want to learn. We also expand global common e-learning contents
publicized positions. During fiscal 2020, a total of 238 employees applied
to encourage self-learning. With these measures, we strive to foster a
for approximately 450 open posts, and 113 of them succeeded in getting the
corporate culture of continuous learning and development. In response to
positions they applied for.
changing times, we are actively shifting from face-to-face training conducted
in groups to online training to build an effective learning environment that

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enables each individual to learn using their mobile devices under remote Engineering and Technical Skill Training Around the
working conditions. World
To strengthen our efforts to expand our business globally, we must further
Nissan Learning Center
improve the engineering skills of individual employees working across the
In the automobile industry in which technological innovation is rapidly
globe. We offer opportunities for personal growth equally to all employees in
advancing, in order to maintain and develop Japanese manufacturing that
both R&D and manufacturing, whether they work in Japan or elsewhere, to
leads global competition, talents are required who not only understand
help them enhance their capabilities.
advanced vehicle manufacturing and technology but also have management
skills and maturity. We founded Nissan Learning Center with the aim of
Training for Engineers
continuously developing capable leaders to play a central role in monozukuri
We developed a Global Training Program (GTP) and have provided 19000
and pass down our technologies and skills to future generations. This
engineers with fundamental training at R&D sites worldwide since 2012.
is another example of how we offer learning opportunities and promote
Furthermore, in recent years, we have moved forward with plans for more
activities to develop human resources.
advanced and specialized training, including training in the areas of Electric
Nissan Learning Center consists of three organizations: Nissan Technical
Vehicles, Autonomous Driving Technology and Connected Car Services, in
College, Genba Kanri (shop-floor management) School and Engineering
order to develop talent that can lead R&D related to autonomous vehicles
School. It offers a variety of programs aimed at developing engineers and
and connected cars.
technicians who carry forward the Nissan DNA and achieve continuous
success through the implementation of the evolved Nissan Way.
Training for Technicians
In addition, Nissan Learning Center is responding to remote working by
In order to improve the day-to-day management skills of foremen and
offering online technology training including on AI and IoT for approximately
general foremen in all of the plants operated by Nissan, Renault and
10,000 employees.
Mitsubishi around the world, a common production method known as the
Alliance Production Way (APW) has been defined. We are also developing
a shared Alliance framework for APW training, which we aim to implement
worldwide.

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Improving Management Quality opportunities to work in management posts or in global functions so that
they can acquire experience needed to become a management member or
We are working to improve the quality of management at the global level. We
a leader. Furthermore, we are in the midst of a period of transformation from
have further emphasized strengthening human resource management within
the era of owning a car to the era of creating new mobility services, such as
the organization by introducing values of the evolved Nissan Way and People
electrification, autonomous driving, car sharing, and connectivity with the
and Collaborative Leadership into the appraisal system. In the introduction
Internet. We are therefore working to develop leaders who can lead new
of the new system, corporate officers and general managers themselves
businesses beyond the boundaries of the conventional automobile business.
acted with strong leadership, holding dialogues and workshops to promote
We are reinforcing our human resources not only through the recruitment
understanding in their respective departments and to communicate the will
of new graduates but also by actively hiring mid-career talent and mid-level
to change. In fiscal 2021 and afterwards, we include the contents related
management candidates from outside the company. In order to effectively
to expected roles in companywide trainings by job level (for new employees,
operate these talent management schemes, meetings dedicated to human
for newly promoted managers, etc.), and continue to promote understanding
resources are regularly held with corporate officers. There, outstanding
of the new appraisal system and encourage employees to take expected
talents are identified, then development plans and succession plans are
actions. In addition, we have revised the existing training program structure
created.
in line with the new Nissan Way and People and Collaborative Leadership,
In addition, corporate officers have opportunities for direct dialogue with
creating an environment where employees can take training that strengthens
future leader candidates and actively participate in discussions on human
relevant skills and leadership.
resource development measures across divisions and regions. These
strategic human resources management systems are also being actively
Training Future Leaders discussed at the regional and departmental levels, with human resources
To continually foster future leaders and specialists who will lead the and systems coordinated across regions under a common global framework.
company, we take a strategic and systematic approach to training, job
rotations and recruitment. Specifically, we identify future business leader
candidates at an early stage and implement various training programs
by clarifying their strengths and development areas according to their
growth stage, including young employees, middle managers, and corporate
officers. Staff rotations beyond divisions and regions are strategically
and systematically implemented to give candidates for future leaders

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GRI103-3 GRI404-1

The Nissan Expert Leader System: Passing Down Human Resource Development Achievements
Nissan s Technologies and Expertise
Training Program Achievements at Nissan Motor Co., Ltd.
Helping employees develop specialized skills over the medium to long
term is vital for a company to achieve sustainable growth. The Nissan Performance Indicators for
FY2018 FY2019 FY2020
Training Programs
Expert Leader System is a means of strengthening and fostering further
development of specialized skills in a wide range of technical and Number of learners 241,674 263,240 330,784
nontechnical areas like purchasing and accounting. In fiscal 2021, the
system s 16th year, 45 Expert Leaders and one Fellow are playing an active Total hours of training 482,103 590,696 549,490
role in a total of 85 fields of specialization. The Expert Leaders and Fellows
make use of their specialized knowledge to contribute to Nissan s business Hours per learner 21.5 26.0 24.3
endeavors overall. In addition to sharing their knowledge with others via the
Learner satisfaction (out of 5) over 4.2 over 4.2 over 4.2
corporate intranet and other communication tools, they contribute to the
fostering of the next generation of experts by passing on their expertise in
Investment per employee (¥) 86,000 90,000 83,000
seminars and training courses.

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LABOR PRACTICES Respecting the Rights of Workers

GRI102-12 GRI102-13 GRI103-1 GRI103-2 GRI406-1

Policies and Philosophy on Respecting the Management That Respects the Rights of
Rights of Workers Workers
Nissan has been a member of the United Nations Global Compact Under the Value Diversity and Provide Equal Opportunity code within the
since 2004, observing its universal principles on human rights, labor, Global Code of Conduct, Nissan requires its employees to respect and value
the environment and anti-corruption. Nissan promotes the management the diversity found among the company s employees, business partners,
of sustainability strategies pursuant to the compact s 10 principles. We customers and communities, while rejecting discrimination and harassment
have expanded and enhanced our wide-ranging activities to ensure that in all forms, regardless of magnitude. Nissan executives and employees
employees basic rights are respected. must respect the human rights of others and may not discriminate against
or harass others based on race, nationality, gender, religion, disability, age,
* For more information on the Nissan Human Rights Policy Statement. place of origin, gender identity, sexual orientation or any other reason; nor
https://www.nissan-global.com/COMMON/DOCS/CSR/LIBRARY/nissan_human_rights_
may they allow such a situation to go unchecked if discovered. We also
policy_e.pdf
>>> P117
work to ensure that all employees, both male and female, can work in an
environment free from sexual and other forms of harassment. In addition,
we have implemented a system called SpeakUp*1, which enables internal
reporting of any suspected breaches of all internal policies, including the
Global Code of Conduct.

*1 For more information on a globally integrated reporting system.

>>> P221
* For more information on our human rights initiatives.
>>> P117
* For more information on Business Ethics: Management
>>> P221

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Building a Workplace Environment Where Employees Achievements in Respecting the Rights of

Can Work with Peace of Mind Workers
Based on the idea of fostering a people-centered corporate culture, Nissan
is cultivating a workplace environment where employees can work with
Diversifying Work Styles with Happy 8
peace of mind. To that end, it is essential that employees human rights are Nissan has striven to create workplaces that let individual employees choose
respected throughout the organization, and Nissan is building a framework from a wide range of work styles to suit their values and life needs through
to address this issue in a systematic way. its Happy 8 work style reform.
In 2021, we released the Nissan Global Guideline on Human Rights on our
corporate website which is a compilation of specific action points on how * Click here for more information on Happy 8.
to respect employees human rights. The document covers seven themes >>> P131

in light of Nissan's business activities. Based on these guidelines, we are

working to further strengthen our initiatives for respecting the human rights
of employees throughout our business.

* For more information on the Nissan Global Guideline on Human Rights.

https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/HUMAN_RIGHTS_
GUIDELINE/index.html

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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: building trust and increasing
For a company to continue offering new value in the face of rapid changes in
employee motivation. We utilize various communication tools to deepen
the social and business climate, it is essential for its employees to embrace
employees understanding of our business, products and brand, as well as to
the company s corporate purpose as well as its mission and consciously
explain the direction in which we are heading in order to generate employee
work toward realizing them.
confidence in their day-to-day activities and in the future of the company.
Nissan conducts its internal and external communication activities with the
By organizing events and offering opportunities for employees to increase
aim of enhancing and maintaining the company corporate and brand values
their motivation and realize that they are an integral part of the company, we
while at the same time enabling the company to achieve its short- and long-
nurture a sense of pride in our employees, which in turn will encourage them
term business goals. In terms of internal communication, we are delivering a
to contribute to Nissan's sustainable growth.
variety of information to our employees globally to foster a genuine interest
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 with employees

Increasing employee motivation

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GRI103-2 GRI103-3 GRI103-3

Management of Dialogue with Employees Achievements in Dialogue with Employees

It is paramount for Nissan, a company with more than 100,000 employees For Nissan and its employees to continue to grow together in the face
working globally at production sites and offices, to offer enriching internal of globally expanding business activities, employees need to understand
communication that instills our corporate mission and management the direction in which the company is heading and implement their own
strategies in our employees, make each employee more motivated and actions toward the achievement of the company s objectives. Overcoming
engaged, and strengthen corporate governance. challenges to achieve those goals can lead to personal growth for the
The Global Internal Communications Department is playing a key role in employee and contribute to the realization of our corporate purpose. Nissan
deploying messages in a thoughtful manner, such as through the corporate is strengthening its communication with employees in order to enhance their
intranet system that delivers information to all employees globally, materials engagement.
cascaded from senior managers or information shared in each region.
Employee-executive exchange is also held on a regular basis with the aim Strengthening Communication to Build Trust and
of building trust. Furthermore, we offer opportunities for employees to voice Increase Motivation
their views and share them with company executives in an effort to promote
We are currently working to achieve the objectives of NISSAN NEXT
continuous improvement.
business transformation plan* calling on all employees to embrace our
An annual action plan for internal communication activities is created with
corporate purpose and understand the significance of the plan. Employees
the aim of improving communication both quantitatively and qualitatively.
confidence in the company s activities and performance is essential for
Surveys are conducted on these communication initiatives on an annual
the plan s success. At the same time, we also need to motivate employees,
basis, as well as on individual communication activities. Survey results
encouraging them to take self-initiated action. Therefore, internal
are reflected in future communication activities and action plans for the
communication activities focus on building trust among employees and
following fiscal year.
increasing their motivation.
By creating a shared awareness of sustainable growth through
communication with employees, the entire organization is united.
Click here for more information on NISSAN NEXT.
https://www.nissan-global.com/EN/IR/MIDTERMPLAN/

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Enhancing Communication Channels

To build trust with employees, companies must disclose information in a fair
and open manner, so we punctually provide our employees with information
on business results including financial announcements.
In order to get employees engaged and motivated, swift communication on
information regarding Nissan Intelligent Mobility initiatives as well as the
company s other products, services and technologies is provided, which
enables employees to deepen their understanding on these important
initiatives. We proactively update our employees on setting a new goal to
achieve carbon neutrality in 2050, development of autonomous driving
technologies, new services using connected technology and other long-term
projects.
In 2020, we held a "Family Day" for employees and their families at the
Nissan Pavilion, which opened in the Minato Mirai district of Yokohama for a
limited time. About 270 employees and their family members were selected
by lottery to participate in the special program, which was held with the aim
of helping them regain confidence and pride in Nissan.

Nissan Pavilion in Yokohama; CEO Uchida interacts with employees and their families in October 2020

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We are enhancing coordination among our various departments and with used to promote communication, information sharing and collaboration
executives and actively sharing information that contributes to relationships among employees. WIN has expanded beyond the Nissan Group, and the
of mutual trust and higher employee motivation. audience has now begun to include Nissan s major affiliates as well.
Every new fiscal year starts with the CEO delivering the presidential address, In fiscal 2014 Nissan began issuing Engagement Kits summarizing its
reflecting on the past year s performance and highlighting the direction global operations, business performance and major achievements, and
for the new year. Topics based on employee interest are also broadcasted corporate direction. These kits are distributed to general managers every
through live web conferences called Management Information Exchanges month and are used as communication tools for information sharing. The
(MIEs), which encourage engagement between Executive Committee (EC) general managers receiving this information are responsible for sharing
members and senior managers. it in their respective departments. This is intended to promote workplace
Employee motivation is also raised through participation in new model communication, deepen employee understanding and raise motivation.
announcements and seminars, where employees gain a deeper In addition, in Japan employees are provided with the necessary information
understanding of Nissan s products and learn to convey product features in a timely manner through such means as a printed in-house monthly
and attractiveness to their friends and families more effectively. These have newsletter called Nissan News for employees at Nissan production sites and
been well received, with participants stating that their enhanced knowledge an in-house broadcast program on TV monitors in employee cafeterias and in
of Nissan products has boosted their pride in the company and their work offices.
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

WIN introduces readers to the activities of a range of employees.

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Strengthening Communication Between Executives and Employees who participated in such communication events offered
Employees comments such as I was able to obtain necessary information, top
management made an effort to communicate the facts and I could feel the
In order to achieve a solid recovery and steady growth through the concepts
sincere enthusiasm of top management.
of "RATIONALIZE" and "PRIORITIZE & FOCUS", which are the pillars of
NISSAN NEXT, and to regain Nissan's identity in the new era, it is important
to increase dialogue with employees and have them understand why Nissan
is undertaking structural reform of the business.
In fiscal 2020, in addition to the presidential address and MIEs, we held a
Roundtable, where the CEO directly interacted with employees, and a Town
Hall Meeting, where the CEO delivered a message to global employees.
More than 1,200 employees from around the world participated online in
the first roundtable held for global employees in June. In addition, more than
CEO Town Hall Meeting
7,700 employees worldwide participated in the Town Hall Meeting held in
January at start of the new year.
We also received a number of requests for more opportunities such as
these, and we plan to conduct more roundtables in each region, focusing on
specific audiences to further enhance the dialogue with employees.

CEO Roundtable

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Employee-Executive Exchange Meetings

In order to build trust, it is important for Nissan to stay aware of its
employees thoughts and opinions and ensure that they are shared with top
management. We are making efforts to communicate information that will
lead to greater employee trust toward the achievement of NISSAN NEXT
business transformation plan objectives. These efforts are monitored on an
ongoing basis through key performance indicators (KPIs) and reflected in
internal communication activities. For these activities, we conduct regular
surveys of employees, and the results are conveyed to company executives.
The survey results are also used to run a PDCA (Plan-Do-Check-Act) cycle
cycle, leading to future planning that clarifies the scope of the audience and
content of 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

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EMPLOYEES HEALTH AND SAFETY

GRI103-1 GRI103-2 GRI403-4

Employees Health and Safety Policies and

Philosophy
Nissan places great importance on occupational health and safety in the Nissan Motor Co., Ltd. Basic Policy of Safety and Health
collective agreement between the company and its labor unions. Nissan has
(Shared core value)
formulated a Basic Policy of Health and Safety and is promoting various Safety and Health is our core value and top priority.
health and safety practices in the workplace. In the Basic Policy, as a shared
（Basic Policy）
core value, we tout Safety and Health is our core value and top priority. Our
From top management to each individual employee, Nissan
Basic Policy states that From top management to each individual employee, recognizes that the health and safety of everyone is our top priority.
The company continuously and aggressively strives toward realizing
Nissan recognizes that the health and safety of everyone is our top priority. zero-accidents, zero-illness, and vigorous workplace safety by
optimizing the working environment and promoting individual physical
The company continuously and aggressively strives toward realizing zero- and mental health.
accidents, zero-illness, and vigorous workplace safety by optimizing the Nissan Motor Co., LTD. Representative Executive Officer,
President and CEO
working environment and promoting individual physical and mental health.
In accordance with the Basic Policy, we promote practices that reduce the Makoto Uchida

burden on workers and make it easier to carry out their work, as well as
ensuring that employees health is a top priority. They have been established
as key tenets in Nissan s companywide Basic Policy of Health and Safety.

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GRI103-1 GRI103-2 GRI103-3 GRI403-1 GRI403-2 GRI403-3 GRI403-4 GRI403-6

Employees Health and Safety Management adjusting our fiscal 2022 target for the accident frequency rate based on a
new calculation method. In the near term, we have set a goal for this fiscal
The work environment relating to employee safety and health is managed year to achieve lower frequency than in the previous year.
uniformly according to a Basic Policy of Safety and Health at all Nissan sites, Many facilities both in Japan and globally have introduced the OHSAS
both in Japan and globally. 18001*2 occupational health and safety management system while at
In Japan, we hold a Central Safety and Health Committee meeting each the same time, compliance with the new standard ISO 45001*3 is also
year chaired by the executive in charge of human resources and attended by progressing at these facilities. These efforts create a strong structure for
management and labor union representatives from Nissan facilities. ensuring the implementation of employee safety and health activities.
Activities over the past year are reviewed in such areas as workplace
safety, fire prevention, mental health, health management and traffic *1 In FY 2020, the group meeting was suspended to prevent the spread of COVID-19 infection.
safety, and then plans are laid out for the following year. The Safety and *2 OHSAS 18001: An internationally recognized standard for occupational safety and health
Health Committee at each facility meets each month, and these meetings management systems. Certification can be obtained from a third-party accrediting body.
*3 ISO 45001: Another internationally recognized standard for occupational safety and health
are attended by labor union representatives. A safety and health officer
management systems that replaces OHSAS 18001.
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.*1
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.
Nissan has set global medium-term goals for health and safety and is
managing their progress. We are aiming for zero fatalities and are currently

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GRI103-3 GRI403-2 GRI403-3 GRI403-5 GRI403-6 GRI403-7 GRI403-9

Employees Health and Safety Achievements inviting employees from Nissan facilities around the world to undergo
training on workplace safety.*1 Responsible managers and leaders also
Employee Safety Initiatives 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
Global Standardization of Occupational Safety Standards fiscal 2014 and was completed in fiscal 2015.
It is essential to create a workplace that takes into consideration the health Since 2011 we have been systematically carrying out Kiken Yochi Training
and safety of each individual in order for employees to reach their full (KYT) ̶ literally risk-prediction training ̶ at plants in Japan to raise
potential. awareness among individual workers of the risk of accidents and thereby
Nissan has introduced its own safety and fire risk management diagnostic help prevent their occurrence. This training instills an awareness of danger
method to proactively identify potential occupational accident risks in the among workers, thus reducing the risk of their becoming involved in work
workplace environment and take measures to address them to improve accidents. Worker sensitivity is enhanced through repeated training on an
the work environment for employees. Since 2010, we have been globally ongoing basis.
standardizing metrics related to occupational safety, which used to vary We have established standards for reporting on work accidents or outbreaks
among our global sites, and are monitoring the status of workplaces around of fire that occur in any of the production sites, and these standards are
the world every quarter. 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
Creating Safe Workplaces the accident or fire occurred must report without delay to Nissan Motor
Co., Ltd. (NML). NML will dispatch information and measures as well as
Nissan employs its own safety management diagnostic methods, as well instructions to each company site, compiled based on the report. This helps
as a risk-assessment approach to workplace management, to help reduce prevent similar disasters or accidents.
hazards in the work environment and prevent accidents. Two tools developed There were no fatal accidents involving Nissan employees globally in fiscal
internally by Nissan to identify the risks of work accidents are the Safety 2020, as was the case in fiscal 2019. However, in fiscal 2011, 2012 and
Evaluation System (SES) and to identify the risks of fire accidents the Fire- 2013 there was one fatality each year in South Africa, Spain and North
Prevention Evaluation System (F-PES). They call for workplace patrols America, respectively. In fiscal 2016, two fatal accidents occurred ̶ one in
in accordance with established evaluation standards to identify potential North America and the other in India. We investigated these fatal accidents
dangers and fire risks to help reduce incidents. The use of these tools has and have implemented strict countermeasures to prevent such accidents
been effective in achieving these aims. from happening again at any of our plants. We monitor accident frequency
Global initiatives to avoid accidents and create a safe workplace include

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rates,*2 and have confirmed rates are generally in line with the automobile Improved Production-Line Environment
industry average. As we are currently transitioning to a more comprehensive
Nissan seeks to fulfill its mission of engaging in human-friendly production
approach to frequency rate aggregation, this report contains only Japan s
by continuously improving the workplace environment at its manufacturing
domestic rather than global rates.
facilities worldwide. At workplaces with high summer temperatures, for
*1 In FY 2020, the practical training was suspended to prevent the spread of COVID-19 infection.
example, the physical burden on employees is heavy and there is the risk
*2 Accident frequency rate: Total injury cases ÷ total working hours × 1 million of suffering from heat stroke. We have installed internal cold-air ducts and
ensured there are set breaks to drink water, particularly in locations with
considerable workloads. Constant improvements are being made to allow
employees to work in a comfortable environment.
Accident Frequency Rate (Japan)

3.0
Countermeasures against COVID-19
We have set global guidelines for COVID-19 countermeasures and
2.5
all global sites are taking consistent countermeasures and promoting
2.0
such countermeasures by sharing information about the situation of
implementation at each site. Our COVID-19 countermeasures are designed
1.5 and implemented under the basic idea of protecting employees and their
families from infection, as well as implementing measures to prevent
1.0
infection and its spread not only within the company but also in society.
0.49
0.35 0.36
0.5
First of all, we are promoting healthy diet, good sleep, and enough exercise
0.0 2018 2019 2020 （FY） for enhancing immunity to prevent infection. As for specific measures, we
are promoting work from home, staggered work hours, providing masks, and
undertaking other initiatives. As part of strict implementation of rules for
commuting to work, employees check their health before leaving home to
work, and if they are not feeling well, they must stay at home. When entering
Nissan premises, a body temperature check, hand disinfection, and mask-
wearing are required. Masks are provided to employees at each site in Japan

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and other regions such as North America, Latin America, Europe, Africa, the Employee Health Promotion and Management
Middle East, India, and Asia. In Africa, the Middle East, India, and Mexico, we
distribute "COVID-19 family kits" containing masks, disinfectant, and other Mental and physical health are essential for creating workplaces where
items to support both employees and their families. employees can work with vitality and lead healthy lives with their families
also after retiring from Nissan.
As a countermeasure for areas within the company, social distance is Nissan considers the safety and health of employees to be not only an
maintained in all areas such as office seats and meeting rooms. And if issue for individuals, but also an important issue for Nissan to survive as
distance cannot be maintained, partitions are installed to prevent droplet a company that continues to contribute to society. In the Basic Policy on
infection. In addition, we disinfect shared furniture and meeting rooms before Health and Safety, we make the Health Declaration: "Health and Safety
and after meetings to thoroughly prevent contact infections. In particular, is a core value and the highest priority at Nissan." We are thus working on
company cafeterias are considered to have the highest risk of both droplet Health and Productivity Management, in which we consider the health of
and contact infections, so we are especially focusing on countermeasures at our employees from a management perspective and implement measures
these facilities in all of our sites. strategically and honestly.
NML s Health and Productivity Management
Furthermore, in Japan, as soon as an employee is found to have undergone Work
productivity

PCR testing, the workplace is disinfected and those who have come into Contribution for
close contact with the employee are identified and suggested to stay home society

to prevent the spread of infection within the company and throughout the

Org an iz at io na l C ap a bilit y
Better Improvement of brand Better
individual corporate
community. value & performance
performance performance
When the so-called third wave of the pandemic came, we installed CO2 Vibrant and

In div idu al Ca p ab ility

Mental Physical
fulfilling New work style
health health
monitors and circulators at the production lines and employee break time workplace Promoting health
Diet / Sleep / Improving working
area to strengthen ventilation measures. In this way, we are constantly Exercise / Non culture
-smoking / Maintain work
working to strengthen our countermeasures by monitoring the situation of Stress tolerance environment Risk
management

the local trend.

Diversity
Physically and psychologically safe and healthy workplace
We will continue to strengthen our COVID-19 measures for protecting
Shared Core values
employees, their families, and society. Health and Safety is a core value and the highest
priority at Nissan

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Organizational Structure for Health Promotion for health issues for more effective efforts, we believe that single-year
and medium-term plans are both necessary, and we are setting issues by
Nissan's health promotion activities are carried out to promote physical and
integrating issues from annual reviews and medium-term issues based on a
mental health of employees, in cooperation with the Nissan Motor Health
Strategy Map.
Insurance Association (Workplace Health Promotion Center) which has
To promote health activities, the company, industrial doctors, the health
medical professionals, and Safety and Health Department of both head
insurance association, and partner companies hold health management
quarter and each site, and related departments at each site.
meetings to implement a PDCA cycle of issues, measures, implementation,
and progress. In fiscal 2021, the entire company is working together on
Nissan Health Insurance health promotion activities to address health issues that have become
Nissan Motor Co., Ltd. Association apparent during the COVID-19 pandemic.
HR Dept. Executive Coordinate
Chairman
Local HR,
HR Div.
Safety & Health Health
DDO Business
Coordinate Promotion
Diversity Admin Dept. Dept.
Development Office office Work

Chief Industrial Dr. Contribution for

productivity

Sustainability society

Development

O rg an iza t io na l Ca p a b i lit y
Better Improvement of brand Better
individual corporate
Dept. Local Safety & Health Admin. performance
value & performance
performance

Industrial Doctor From top management to each Vibrant and

I nd iv i du al C ap a b il i t y
Mental Physical
Coordinate

fulfilling New work style

health health Promoting health
individual employee
workplace
Diet / Sleep / Improving working
Exercise / Non culture
-smoking /
aim to realize vibrant
Maintain work
Stress tolerance Risk
Local Safety & Health
environment management

Promotion Center organization and workplace Diversity

（In-site clinic） Physically and psychologically safe and healthy workplace

Shared Core values

Health and Safety is a core value and the highest
Affiliate companies priority at Nissan
Issues
Health activities promotion
Health information sharing Measure
Head quarter S&H Health improvement program for health
for individuals, etc.
Approaches to Health Issues Check
Local S&H
Industrial Dr.
Progress Nissan Health Measures Health risk analysis Analysis/
Under the aforementioned health promotion organization in Japan, we Insurance Disease risk analysis prediction
visualize the health status of employees through data, and based on the data Outsource provider

we analyze and predict the risk of disease, then implement health promotion Health check results Data
Stress check results collection/
Excute
activities and individual improvement programs. In order to set measures Actual situation by site Visualize

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Comprehensive Mental Healthcare 4 kinds of care

As for mental health initiatives in Japan, in 2005, in cooperation with an Self-care Line care Staff Care Professional
by mgr. by HR /safety & care
external mental healthcare provider, Nissan introduced the Employee supervisors health by Clinic

Assistance Program (EAP), which is a mental healthcare program providing

Disease Primary Training/learning
employees with consistent care covering from prevention and early prevention
Prevention Stress check
Health
detection to treatment and recovery. The program is designed to achieve improvement Not to get ill Counseling

Workplace culture
・Stress check report

3 level Prevention
the "Four Types of Care" and "Primary, Secondary, and Tertiary Prevention"

improvement
recommended by the Ministry of Health, Labour and Welfare. The program Early Secondary Training/learning ・Workplace consultation
detection & Prevention Stress check ・Consultation
is open to all employees and their family members, including temporary Treatment
Likely to get ill Counseling for superior
employees, and provides access to consultation and counseling.
・Study session
Furthermore, Nissan conducts stress checks and internal questionnaires Disease
Reinstatement
management Tertiary
in parallel. In the area of self-care, we are promoting individual follow-up Reinstatement/ Prevention program
Relapse
interviews with company doctors for high-stress employees and counseling prevention After getting ill
Work rehabilitation

by outside counselors. On the other hand, as line care, we conduct

organizational analysis using in-house questionnaires and send the analysis
result sheets to all managers and supervisors.
In addition, debriefing sessions are held in all sites to raise awareness of
the stress situation in the workplace and to raise recognition of necessity
for improvement. To improve workplace culture, we also provide support for
improvement activities by external experts to the high-stress workplaces and
to the workplace requested by managers and supervisors.

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Initiatives to Facilitate Returning to Work Management System for Health Promotion

One of the distinctive features of support for employees on mental health Increasingly in today s society, employee s
leave is the implementation of return-to-work programs and an in-house health is being viewed not only as an individual
rework facility. Appropriate support is required to facilitate an employee s issue but also as a key element to the survival
return to work in case of long-term leave or repetitive leave due to a of corporations. This has put the strategic
mental or physical ailment. Nissan's return-to-work programs are designed management of employee s health and productivity
to provide the necessary support to all relative employees by close from business perspective in the spotlight.
communication with the concerned employee, supervisor, industrial doctor, In Japan, Nissan positioned the excellent health management corporation
and human resources to manage the progress of the return-to-work plan certification system of the Ministry of Economy, Trade and Industry as
and its implementation. Also our rework facilities (a rehabilitation center to our health management system, and we have been promoting health
facilitate the smooth return of employees on long-term or repetitive mental improvement activity according to the actual health issues and activities
health leave) incorporates cognitive-behavioral therapy by specialists and recommended by Nippon Kenko Kaigi (literally, Japan health conference ) .
other programs suitable for Nissan employees. By facilitating return to work Nissan has been certified as the excellent health management corporation
through such efforts, we have been able to suppress the recurrence of for three consecutive years since first application. Nissan will continue to
mental health leave. pursue health and productivity management to create a work place where
employees can work safely, comfortably and in good health, both physically
and mentally, because we believe everyone, from the top to each employee,
working with vitality will realize activation of the organization and lead to
Nissan's growth and contributions to society.

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

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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 Zero Emissions
engagement with various communities through its businesses. Nissan Nissan s environmental philosophy is a Symbiosis of People, Vehicles and
is active in promoting social contribution activities and recognizes that Nature. We actively engage in efforts to reduce the environmental burden
contributing to the development of communities by sharing its own on the planet and prioritize the environment in our social contribution
management resources also enhances the business environment and activities. Central to our approach are educational programs that cultivate
promotes market growth. In such activities, policies are decided at the global a deeper understanding of environmental issues toward achieving a
level and implemented in each region. decarbonized society.
We developed a wide range of activities to meet the needs of regions Since 2017, we have expanded our partnerships with international
centered on the three focus areas of zero emissions, zero fatalities and zero environmental protection organizations. We continued a forest conservation
inequality set forth in the policy revision of 2017. 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
through sponsorship of its environmental awareness campaign called Earth
Company Organization for Community Engagement Hour 2021.

Nissan s corporate social contribution policies are discussed and approved Zero Fatalities
by the Global Sustainability Steering Committee* and shared globally. These In addition to making vehicles safer through autonomous driving technology,
corporate policies provide the basis on which initiatives are implemented we also promote traffic safety through activities to raise the safety
across each country and region. awareness of drivers and pedestrians and to protect the socially vulnerable,
including children and senior citizens.
* Click here for more information on the Global Sustainability Steering Committee.
＞＞＞ P033

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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 2020 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 and pandemics that occur with frequency around the world.

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GRI103-3 GRI201-1 GRI203-2

Contributing to Local Communities : Breakdown of FY2020 Global Social Contributions

Achievements Philanthropic Monetary In-kind donations Sponsorships, Total
activities donations (cash equivalent) etc.
Social Contribution Achievements in FY2020 Amount 821 726 213 232 1,992
(¥ million)
Global social contributions (FY2020): ￥1.99 billion
% of total 41.2 36.5 10.7 11.6 100
Social contributions include:
・ Expenses for implementing philanthropic activities (excluding labor costs) Disaster Contribution in FY2020
・ Monetary donations and NPO membership fees for philanthropic purposes
・ Cash equivalents of in-kind donations • ￥5 million donation from Nissan Motor Co.,
・ Sponsorship fees for philanthropic initiatives Ltd. to Japan Platform
• ￥3 million donation from Nissan Motor
Kyushu to Japan Platform
Torrential rains in July ・Donation from Nissan Motor Kyushu to
2020 (Japan)
Council for Kurume-shi Social Welfare of
Donations for
disaster relief the equivalent of 4,000 masks, 240 bottles
of oral rehydration solution, and 20kg of salt
candies

Typhoon relief for the • Nissan Philippines (NPI) donated relief

Bicol and Cagayan goods worth PHP500,000 for 800 families
states (Philippines) delivered by the Armed Forces

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Zero Emissions Outside Japan, under the banner of the Nissan Skills Foundation, Nissan
Motor Manufacturing (U.K.) in Sunderland runs a wide-ranging series of
School-Visit Programs (Japan, U.K., and China )
educational programs from primary and secondary schools, including Eco
Since 2007, Nissan has put its automobile manufacturing know-how and
School, a six-hour course in which students learn about environmental issues
technologies to work by conducting school-visit programs. The programs
and NMUK s wind power program.
target older elementary school students and are conducted by Nissan
In China, Nissan (China) Investment (NCIC) and three joint venture
employees.
companies offer educational opportunities; the Nissan Dream Classroom, an
One educational program is the Nissan Waku-Waku Eco School,* designed
online education program developed with the assistance of UNESCO China.
to deepen schoolchildren s understanding of global environmental issues
One of the six modules, Eco Classroom, includes environmental learning,
and the initiatives undertaken by Nissan to solve them. Through experiments
understanding how electric motors work and an experiment involving a
with model cars, test rides in the Nissan LEAF and other demonstrations,
model car.
participants experience the latest environmental technology. As well as
teaching participants about environmental issues, the program encourages * Click here for more information on the Nissan Waku-Waku Eco School.
them to reexamine how environmentally friendly their own daily activities can https://www.nissan-global.com/EN/CITIZENSHIP/PROGRAMS/EDUCATION/index.html
be.
This program has been well received, so that the number of Eco School Sponsorship for an Environmental Awareness Campaign of World
classes in Japan has increased. As of the end of March 2021, more than Wide Fund for Nature Japan (WWF Japan)
100,000 children in all have participated in Nissan Waku-Waku Eco School Nissan supported the environmental awareness campaign Earth Hour 2021
since its launch. The program is conducted not only by visiting elementary organized by WWF Japan by sponsoring the event and calling for employees
schools but also by inviting schoolchildren to our Tochigi, Iwaki, Yokohama, worldwide to take action to turn off lights, while Nissan's operating
Oppama and Kyushu Plants. In fiscal 2020, the scale of the program was companies in Japan and overseas participated in the lights-off movement.
reduced from the original plan due to the impact of the COVID-19 pandemic.
We reviewed our past ways of running the events in light of infection
prevention measures and supported the children's learning in various ways,
such as virtually experiencing the latest Nissan technology using web
cams, providing classes on DVD, and conducting online classes via a web
conference system.

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Partnership with Conservation International (CI) (Indonesia) These classes were previously delivered face-to-face, but in fiscal 2020 due
In 2017, we began working with the environmental NGO, Conservation to COVID-19 pandemic, classes were offered online, significantly increasing
International (CI), to restore degraded forests around Indonesia s Mount the reach to as many as 200,000 students.
Agung, so that they may continue to provide fresh water to the urban
areas of Bali. This initiative takes a comprehensive approach to improve Zero Fatalities
the environment around rivers and coastal areas by restoring forests in
Hello Safety Campaign to Protect Children (Japan)
mountainous upstream regions, in
Since 1987 we have collected
conjunction with government bodies
donations from employees for the Hello
and local communities.
Safety Campaign, which we launched
In addition, we are working to find
in Japan in 1972 to contribute to the
supplemental sources of income for
promotion of traffic safety awareness
local citizens, such as helping them
campaigns near our business sites.
to create, market and sell sustainable
In addition, donations to help prevent
products derived from locally grown A bee farm at forest being restored to generate
traffic accidents were sent to children Measuring driving characteristics with an
plants. income for local citizens
in the neighborhoods of Nissan actual car

business sites through local traffic safety associations, municipalities and

Urban Green Lab (UGL): A Unique Environmental Education Program
other organizations.
(U.S.)
In fiscal 2019 we created the Wheel Spinning (Guru-Guru) Exercise with
Nissan North America (NNA) supports a nonprofit organization in Nashville,
Niigata University to promote and encourage awareness of safe driving
Tennessee called Urban Green Lab (UGL). UGL gives children the
among elderly drivers. This exercise is designed to support mainly elderly
opportunity to think and learn about environmentally friendly, sustainable
drivers in raising their muscle strength and cognitive abilities by making
lifestyles, connecting these with their own experiences. With Nissan s
daily exercise a part of their lifestyles so they can continue to drive safely.
support, and in partnership with Vanderbilt University s Peabody College
Nissan and Niigata University worked together on the concept, while
of Education and the Dept. of Environment & Conservation, UGL created
Niigata University choreographed the exercise. Furthermore, in March 2021,
Tennessee s first-ever statewide curriculum on sustainable living and waste
in collaboration with Niigata University, Kitasato University, and Sagami
prevention and launched it at public schools in both Nashville and Memphis.
Women's University, we established a virtual laboratory called the Traffic
Safety Future Creation Lab. We are engaged in a wide range of activities

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with the aim of realizing a mobile society with zero traffic fatalities, that also focus more on innovation
embraces diversity and leaves no one behind. We stand by the members topics, such as renewable energy.
of society who are at a social disadvantage including in the area of Due to the second wave of
transportation, such as small children, the elderly, foreign visitors and those COVID-19 in Thailand in 2021,
cut off from public transportation because of depopulation. to keep the momentum, Nissan
Thailand initiated online classes
Zero Inequality to help the students maintain
their motivation. These classes
Educational Program in Cooperation with CARE International
provide a DIY video guide to help
(Thailand) A bottle terrarium project as part of the YLD
them present their product via
Since 2017, we have run the Youth Leadership Development Program (YLD) program
Live Commerce, presented by
for students in middle and high schools in Ayutthaya and Rayong provinces
SoftPomz, a successful YouTuber. The students also have a chance to learn
in Thailand. In these classes, held in cooperation with local schools, students
by doing through the workshop after the class.
learn leadership, teamwork and other qualities necessary in community
development, along with science, technology, engineering and mathematics
Partnership with Habitat for Humanity (North America)
(STEM) content. The program also includes occupational skills training in
NNA has been collaborating with the NGO Habitat for Humanity (Habitat)
a micro-business activity, with a focus on supporting female students in
annually since 2005. Habitat, an international aid organization that fosters
particular.
hope by helping people build or improve their homes, has a vision of a world
Since fiscal 2018, the program was expanded to schools in Samut Prakan
where everyone has a decent place to live. The nonprofit works to construct
province, near Nissan Motor Thailand (NMT). Nissan employees play an
homes, revitalize neighborhoods and support families self-reliance in more
important role in the initiative, volunteering to be part of activities and
than 70 countries across the world.
workshops.
In fiscal 2020, employees did not participate in volunteer activities due
Since its launch in 2017, the YLD program has reached more than 1,400
to the COVID-19 pandemic, but will resume this in the future as it is an
students across 10 schools in Ayutthaya, Rayong and Samut Prakarn
important element of the region s social impact.
provinces and inspired more than 60 student projects.
Since the inception of the Nissan Canada Foundation's partnership with
The second phase of collaboration runs from April 2020 to March 2023. In
Habitat in Canada in 2008, more than 1,400 Nissan Canada dealership
this time the YLD program has set a mission to train 1,600 Thai students
and head office employees have spent over 9,000 hours volunteering,
from 16 opportunity expansion schools. With this phase, the program will

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contributing to 50 home builds from Halifax to Vancouver. In fiscal 2020, Outreach to Convey the Magic of Monozukuri (Japan and U.K.)
employee volunteer participation was suspended due to the COVID-19 Through activities that are engaging and fun, we deepen young people s
pandemic, but in total, the Nissan Canada Foundation s contribution of understanding of monozukuri , Japan s tradition of craftsmanship and
donations and volunteer hours toward Habitat has exceeded 1 million CAD, manufacturing.
an important milestone for Nissan Canada. In Japan, the magic of monozukuri is shared by Nissan employees through
elementary school-visit programs: the Nissan Monozukuri Caravan and the
Support for Disability Sports at Workplaces (Japan) Nissan Design Waku-Waku Studio*. Some 22,000 children participate in
Since 2000, we have sponsored the Nissan Cup Oppama Championship the programs every year. Although we were not able to visit schools in fiscal
(National Wheelchair Marathon in Yokosuka, Kanagawa Prefecture), co- 2020 due to COVID-19, we are preparing to offer the program via video,
hosting this wheelchair sports competition with local organizations. We and in fiscal 2021 we will conduct both onsite and video classes in tandem.
have supported this event with the aim of increasing the profile of disability The Nissan Monozukuri Caravan also operates in the United Kingdom at the
sports, improving the level of competitors, engaging people in the area and Sunderland Plant. The program runs five days per week during school terms,
building caring communities. Although the 2020 event was postponed due welcoming more than 4,500 primary pupils per year.
to COVID-19 pandemic, we will continue to support disability sports. The Nissan Skills Foundation was established in 2014 in the United
Kingdom. As of December 2020, it has engaged more than 64,000 students
Conducting Wheelchair Maintenance at Workplaces (Japan) from schools across the region through various activities to inspire the
Since 2008, the Nissan Technical Center, where our development divisions engineers and manufacturers of the future. The Skills Foundation now
are based, has been encouraging social contribution activities by all supports three International STEM challenges for school children, VEX IQ
employees under banner, NICE WAVE Activity. In previous years, employees Robotics, FIRST LEGO League and F1 in schools.
have visited a local retirement home to perform wheelchair maintenance as
a volunteer activity. However, in fiscal 2020, we decided to forgo visiting the
facility and bring the wheelchairs to the Technical Center in view of the need
to prevent infections. In addition to ordinary maintenance, we were able to
perform detailed maintenance using tools such as welding equipment that
could not be taken outside the company.

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For all of these activities Nissan supports local teams with equipment, Education Support for Children and Youth (China)
resources and knowledge. In 2020, under COVID-19 restrictions, we Since 2013, NCIC has operated the Nissan
launched two large virtual STEM projects: FIRST LEGO League as a virtual Dream Classroom educational program,
event with over 80 primary/secondary schools taking part and VEX IQ which helps elementary pupils. The program
Robotics with 50 schools taking part. We also set a design challenge for has gradually expanded its area of operation
children working at home (aged 11-18) where we asked them to design the and the scope of its classes to include such
car of the future in which children from 25 different schools took part. In the topics as the environment, monozukuri ,
future, we will expand the number of target schools and continue this activity. design, painting, intelligent driving and A scene from an intelligent driving
the basics of automotive culture and class
* Click here for more information on the Nissan Monozukuri Caravan and the Nissan Design engineering. A total of four companies in China began holding these classes
Waku-Waku Studio.
in 2015, expanding in scale each year and actively engaging in educational
https://www.nissan-global.com/EN/CITIZENSHIP/PROGRAMS/EDUCATION/
programs.
NCIC has expanded Nissan Dream Classroom activities toward society.
Through cooperation with Nissan dealerships, Beijing Auto Museum
and local auto shows, the program was offered in various platforms and
benefited over 1,000,000 students by the end of 2020.
In November 2020, we held an intelligent driving classroom. This class
is very popular because it provides children with an easy-to-understand
introduction to the ProPILOT driver assistance technology by operating a
model car that has been programmed. The Nissan Dream Classroom is also
held online and has been implemented in over 700 schools in 15 provinces
in China. This program is highly regarded in China and in November 2020,
it received the "Golden Sail Award for CSR for Automotive Companies
in China", an award set up by China Business Journal, a major economic
newspaper in China, to honor outstanding companies in the automotive
industry that fulfill their corporate social responsibility.

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Developing the Next Generation of Scientists and Engineers (U.S.) Onigiri Action helps provide school lunches to children in
In the United States, NNA is investing in the workforce of tomorrow through developing countries in partnership with Nissan Serena
support of STEM initiatives and technical education training programs. Through its branding of the Nissan Serena, Nissan has participated as
We provide financial support to develop STEM programs for students a flagship top sponsor in Onigiri Action , a program run by the nonprofit
in elementary, middle and high schools and to support university STEM organization TABLE FOR TWO International (TABLE FOR TWO). The
programs. organization aims to right the global food imbalance by providing healthy
In Tennessee, where Nissan has two major assembly plants, Nissan and its school lunches to children in developing countries. Onigiri Action is a
employees support the Music City BEST (Boosting Engineering Science and program in which five school lunches are donated to children in Africa and
Technology) Robotics Competition in Nashville. Music City BEST was held Asia each time a picture related to onigiri (rice balls) is posted on social
as a virtual event in fiscal 2020. This was a very unusual year in the history media through the program. Nissan has supported this program since
of BEST to which the organization responded by changing course in April 2018, believing TABLE FOR TWO s philosophy was aligned with Nissan
and developing a different game than the one already planned for the year. Serena s concept of continuing to be a minivan for families that broadens
The resultant game was created to help students consider how micro-robots the potential of children . As an Nissan initiative as a top sponsor of Onigiri-
could be utilized to assist in stopping the spread of diseases by isolating Action related to the Nissan Serena, Nissan donated 10 school lunches
infected cells. The game day was held with each team competing in their for every social media post– double the ordinary amount–and encouraged
classroom environment and referees overseeing the activities at Lipscomb customers visiting Nissan showrooms nationwide to upload photos of
University. themselves enjoying onigiri.
Through these activities, Nissan provided approximately 160,000 school
* BEST: Boosting Engineering Science and Technology lunches in three years (3.55 million meals were provided overall through
Onigiri Action). In 2019, Onigiri Action
received the SDGs Deputy-chief s Award
(by the Minister of Foreign Affairs) at the
Japan SDGs Award in recognition for its
activities.

School lunches provided through Onigiri

Action

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Nissan as a Community Member Bringing Smiles to Children in Disaster-Stricken Areas

Nissan established the Nissan Smile
Support for regions affected by Great East Japan Earthquake (Japan)
Support Fund in 2011 with the goal of
helping children in disaster-stricken
Online Lecture for Employees to Learn about the Current Situation in
areas smile again. The Nissan Smile
Affected Regions
Support Fund offers assistance that
We provided various forms of support in the immediate wake of the Great
meets the changing needs of such
East Japan Earthquake of March 11, 2011, and we have continued to help
regions, operating free schools and
affected regions rebuild through strong employee participation.
places to go after school and providing Nissan Smile Support Fund
Until fiscal 2019, we have visited the district of Futaba, Fukushima
learning venues for deepening regional
Prefecture and other areas, cooperating with NPOs engaged in
understanding as well as recreational and nature experience programs.
reconstruction activities, conducting volunteer activities in a disaster-
In 2020, we supported programs conducted by 10 NPOs that are
prevention green belt, and touring the town.
independently active in Iwate, Miyagi and Fukushima Prefectures. From
In fiscal 2020, the COVID-19 pandemic forced us cancel our visit to the
January 2021, we have focused our activities on Fukushima Prefecture and
affected areas. However, in order to understand the current situation and
started to provide support to six NPOs operating in the prefecture with the
issues in those areas, we held an online lecture for employees, inviting
aim of supporting children who have been forced to evacuate for a prolonged
people from outside the company who are engaged in reconstruction in
period due to the nuclear power plant accident and are facing complicated
Namie Town, and more than 200 employees participated.
issues.

Response to the COVID-19 Pandemic*

We would like to offer our heartfelt condolences to the bereaved families
of those who have lost their lives to the COVID-19 pandemic. In addition to
providing vehicles, supplies, and road services to medical institutions and
local governments, Nissan is providing a variety of support in response to
COVID-19 pandemic.
* Click here for more information on the COVID-19 pandemic
>>>P023

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Activities to Send Medical Aprons with Children's Drawings Attached Online Plant Tours (Japan)
(U.K.) We have been conducting plant tours for people to actually experience the
In the spring of 2020, when the COVID-19 pandemic was spreading around front lines of monozukuri , but due to COVID-19 pandemic, it has become
the world, medical supplies were in short supply in many areas, and people difficult to conduct these tours in the conventional way. In July 2020, we
were not receiving the supplies they needed. At its monozukuri sites around started an online plant tour trial using a video conferencing system in order
the world, Nissan supported the manufacture of medical gowns, face shields to somehow convey monozukuri onsite to children. By moving the tours to
and other medical supplies that were in short supply. an online program, areas that were not open to the public during regular
The Sunderland Plant in the United Kingdom also supported the plant tours can now be viewed through cameras, and elementary schools in
manufacture of medical aprons. At that time, we engaged with local primary distant areas that previously found it difficult to visit our factories can now
children to create rainbow pictures which became the symbol of the NHS participate.
(National Health Service of the U.K.), to
be included together the medical aprons Expanding Contributions to Food Banks (U.S.)
as a gesture of gratitude and support for Due to unemployment and job insecurity caused by the COVID-19 pandemic,
medical professionals. Over 250 drawings it is said that one in six people in the U.S. do not have enough to eat. Nissan
were received and delivered to hospitals North America is extending its fight to curb hunger by doubling its annual
and other medical facilities along with more contributions to local food banks under its
Drawings of rainbows submitted
than 500,000 aprons manufactured at the Nissan Neighbors Program. These donations
by local children
Sunderland Plant. will help purchase more than one million meals
for residents in need.

Distributing food through food

banks

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Foundation Support Activities (U.S., Australia and Brazil) In 2020, the entire program had to be conducted online, but some 21
In the United States, we support many communities through the Nissan projects were launched under three themes: Environment, Intelligent Mobility,
Foundation, which funds educational programs encouraging people to value and Health, and the best projects in each category were selected as winners
the cultural diversity that exists within American society. Established in in January 2021.
1992, the Nissan Foundation has contributed over $12.0 million to more than
150 nonprofit organizations across the country as of the end of March 2021.
In fiscal 2020 the foundation donated $680,000 to 27 U.S. organizations.
Nissan Motor Australia (NMA) supports philanthropic activities through
the Nissan Australia Foundation. Since fiscal 2017 it has supported small
and medium-sized Australian charitable organizations, helping to expand or
continue their activities. Activity was paused during fiscal 2020, due to the
COVID-19 pandemic. NMA has an employee policy, allowing staff to take
volunteer leave each year to contribute to the communities in which they
work and live. These activities were suspended in fiscal 2020 due to the
impact of the COVID-19 pandemic.
Additionally, Nissan Do Brasil Automoveis (NBA) reexamined the activities
of the Instituto Nissan, established in 2013 for philanthropic purposes,
revitalizing and strengthening its programs for encouraging employee
volunteer activity. Instituto Nissan developed a series of programs in fiscal
2019, from environmental education to social engagement and open
innovation, interacting with a variety of stakeholders that support the
organization on its social contribution to a very important region in Rio de
Janeiro, Brazil. As one example, "Inova-san" is an innovation program for
university students to promote the social impact on the local community. As
of January 2021, 1,495 students from 19 universities in Rio de Janeiro State
participated in this program.

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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 of the foundation is enhancing science education. The Japan and Europe.
foundation grants ¥700,000 per project for teaching material over two
years to at elementary and middle schools and science research meetings * Click here for more information on the Nissan Institute of Japanese Studies.
https://www.nissan.ox.ac.uk/
and seeking to enhance teachers' teaching skills through workshops and to
foster logical and scientific thinking skills among schoolchildren. In addition,
the foundation grants Science Education Awards to recipients who have
achieved outstanding results during the grant period 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 in Japan
to recognized measures that have increased interest and developed skills in
science.
Furthermore, from fiscal 2019, we started a program to develop the talent
of the future and launched a project to create a class designed for future
leaders based on joint research with Waseda University. In fiscal 2020, the
project was postponed due to the COVID-19 pandemic, but, the project will
be restarted in fiscal 2021 with infection control measures in place.

* Click here for more information on the Nissan Global Foundation.

https://www.nissan-global.com/EN/CITIZENSHIP/FOUNDATION/
* Click here for more information on the Nissan Global Foundation official website in Japanese.
https://www.nissan-zaidan.or.jp/

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Governance
Governance Policies and Philosophy ……… 201
Corporate Governance ……………………… 202
Risk Management ……………………………… 213
Compliance ……………………………………… 216

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Governance Policies and Philosophy

GRI102-15 GRI102-16 GRI102-26 GRI103-1 GRI103-2

Rapid technological advances are transforming every industry, including the *1 Click here for more information on the Corporate Governance Guidelines.
https://www.nissan-global.com/PDF/190625-02_01_EN.pdf
automotive industry, and the global economy is undergoing a period of great
*2 Click here for more information on the Global Code of Conduct.
change. The risks that companies face are becoming ever more complex https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2017/NISSAN_GCC_E.pdf
and require finely tuned responses.
In order to create unique and innovative automotive products and services,
and deliver superior measurable value to all stakeholders, Nissan will
enrich people s lives as a company that is trusted by society, and address
improvement of corporate governance*1 as one of its most prioritized
managerial tasks. In addition to addressing risks and opportunities
associated with climate change, we will conduct our business while
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*2, which is rigorously followed by Group
companies around the world.

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CORPORATE GOVERNANCE
GRI102-18 GRI102-19 GRI102-22 GRI102-23 GRI102-24

GRI102-28 GRI102-29 GRI102-33 GRI102-35 GRI405-1

Committees. This ensures healthy governance, oversight and auditing
Corporate Governance System in Detail by the Board of Directors and other corporate bodies heightening the
effectiveness of our structures in terms of internal controls, compliance and
Nissan strives to improve corporate governance as one of its most risk management. Officers and employees, including executive officers, will
prioritized managerial tasks, and will continue to develop business activities sincerely respond to this supervision, oversight and auditing.
while maintaining a constant awareness of society s expectations and In addition, we announce clear management targets and policies to all
our social responsibilities in order to contribute to the development of a stakeholders and disclose our performance promptly with a high degree of
sustainable society. transparency.
In line with the June 2019 transition to a company with three statutory We have also established a corporate governance system that maintains
committees, we separated management functions and supervisory, business transparency. The system allows us to implement various
oversight and auditing functions, making executive officers responsible monitoring systems, as well as assess and manage risks that have the
for the execution of business operations, while members of the Board of potential of preventing us from achieving our business goals. In addition to
Directors focus on supervision of their assigned duties. This has improved carrying out cooperation among sites in the regions in which we operate,
the transparency of the decision-making process and also made business we have set up global management systems and provide relevant training
execution speedier and more flexible. Furthermore, by increasing the programs to our employees and business partners. We aim to disclose
number of outside directors to a majority of the board, we are working to governance information with even greater transparency in future.
reflect a diversity of viewpoints in our management and further strengthen
the supervision function. The Board of Directors has established three * Click here for more information on the Nissan Corporate Governance Overview
committees: the Nomination Committee, which decides on candidates for https://www.nissan-global.com/EN/COMPANY/PROFILE/CORPORATEGOVERNANCE/pdf/
director positions; the Compensation Committee, which sets compensation Overview_EN.pdf
* Click here for more information on the Corporate Governance Guidelines
for directors and executive officers; and the Audit Committee, which audits
https://www.nissan-global.com/PDF/190625-02_01_EN.pdf
the business execution of directors, executive officers, and those with * Click here for more information on Governance Data
similar responsibilities. Outside directors make up more than half of each >>> P256
committee, and play a leading role in the Nomination and Compensation

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Strengthening Corporate Governance System Board of Directors System

Nissan transitioned to a three statutory-committee format, establishing Our Board of Directors, led by independent outside directors, decides the
nomination, compensation and audit committees, and is working to basic direction of management by taking a variety of perspectives into
strengthen governance under the following points. account and plays the role of supervising the executive directors. The
number of directors on the board is sufficient to facilitate lively discussions
New System Key Points and swift decision-making. In order to create an environment where
(1) Separation of management and supervisory functions discussions in board meetings are led by independent outside directors,
(2) Independence of Board of Directors these directors constitute a majority of the board, with one of them serving
(3) Transparency of decision-making process as board chair.
(4) Speedy and flexible business execution 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. As of March 31, 2021, the
General Shareholders Meeting Roles of the Board of Directors
Board of Directors consists of 12 directors, seven of whom are independent
・ The Board of Directors has primary
responsibility to shareholders for the welfare
outside directors (of whom two are women). In order to carry out effective
Responsible
of the company. and flexible management, as a general rule, the Board of Directors
SUPERVISING ROLE

・ The Board of Directors, led by the independent

Board of Directors
outside directors, decides the basic direction
delegates much of its power to decide on business activities to executive
of management by taking a variety of officers.
Nomination Compensation Audit perspectives into account and plays the role of
Committee Committee Committee supervising the executive directors.
Major authorities of the Board of Directors
Supervise Basic management ・ Medium-term plan/annual business plan
policy ・ Strategic/important alliances
Execute & report General Shareholders ・ Convocation
Meeting ・ Agendas

Executive Officers ・ Appointment of board chair and

EXECUTING ROLE

representative executive officers

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

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Status of Board of Directors Activities * Click here for more information on each member of the Board of Directors.
https://www.nissan-global.com/EN/COMPANY/PROFILE/EXECUTIVE/
The Board of Directors resolves important matters related to Group
* Click here for more information on the Board of Director s activities in fiscal 2020
management based on laws and regulations of the Board of Directors
>>> P256
itself, including drafting proposals for the General Meeting of Shareholders,
selecting members for each committee and formulating business plans
and product strategies. In addition to quarterly financial results, the Board
regularly receives reports on the status of business execution, activities
related to internal controls and the activities of each committee, while also
discussing medium- to long-term management strategies. In the fiscal year
under review, executive officers and directors held repeated discussions on
the formulation of the NISSAN NEXT transformation plan, with directors
offering recommendations from a supervisory perspective.
To enhance Board of Director discussions, regular meetings with outside
directors that are chaired by the lead independent outside director are held
to discuss a wide range of matters related to Nissan corporate governance
and business. Opinions provided at these meetings are reflected in
management and subsequent Board of Director discussions.
Further, to promote an understanding of our business and deepen our
knowledge of governance, various training programs are held for directors
throughout the year, such as executive business briefings, site inspections
and governance lectures.
To facilitate discussions on the effectiveness of Board of Director activities,
the board conducted an evaluation of its effectiveness in fiscal 2020, with
the results of this evaluation reflected in activity plans for the upcoming
fiscal year.

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Nomination Committee System and Authority Main Activities in fiscal 2020

● Deliberated proposals for representative executive officer appointments
AUTHORITY / ROLE RESOLUTION ITEMS
● Deliberated proposals for director appointments / dismissals at the 122nd
・To determine the content of the General ・Proposal of election/dismissal of director Ordinary General Meeting of Shareholders
Shareholders Meeting agenda concerning candidates
● Deliberated President and Chief Executive Officer succession plan
the appointment and dismissal of directors ・Proposal of election/dismissal of
as provided for in the Corporate Law representative executive officer
・To determine the content of the Board ・Succession plan for CEO
of Directors meeting agenda concerning ・Proposal of appointment/dismissal BOD
the appointment and dismissal of the chair and vice chair
Members
representative executive officer ・Proposal of appointment/dismissal
・To formulate an appropriate succession committee chair and members Chair
plan regarding the president and CEO and
review it at least once a year

As of March 31, 2021, the Nomination Committee chaired by independent

outside directors consists of six directors, five of whom are independent
outside directors (of whom one is a woman). The committee has the
authority to determine the content of the general shareholder s meeting
agenda concerning the appointment and dismissal of directors. In addition, Yasushi Kimura Jean-Dominique Motoo Nagai
the committee has the authority to decide on the content of the Board
(June 2019－)
Senard (June 2019－)

(June 2019－)

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.

Nomination Committee Activities in Fiscal 2020 Blue text:

Independent
● The Nomination Committee met 9 times in fiscal 2020* outside director
Red text:
● Average participation per meeting was 100% Masakazu Toyoda Keiko Ihara Andrew House Non-independent
(June 2019－) (June 2019－) outside director
* From April 1, 2020 to March 31, 2021 (June 2019－)

* Dates in parentheses below the photos indicate the start of committee membership (which is
different from the date of appointment as a director).

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Compensation Committee System and Authority Main Activities in Fiscal 2020

● Confirming a policy for compensating directors and executive officers
AUTHORITY / ROLE RESOLUTION ITEMS
● Selecting benchmark companies and discussing the level of
・To determine the policy of individual ・Policies and systems regarding compensation based on the benchmark results of these companies and
compensation of the Company s directors compensation for directors and executive
the results of surveys conducted by external compensation consultants
and executive officers and the contents of officers
individual compensation for directors and ・Specific amount or (in the case of non- ● Determining the aggregate and individual amounts of director and
executive officers cash compensation) specific content of executive officer compensation for fiscal 2020
・To determine the aggregate and individual compensation for each individual director ● Selecting and implementing a new long-term incentive compensation
amounts of director and representative and representative executive officer program
executive officer compensation ・Specific amount or content of
compensation for each individual
executive officer
Members
As of March 31, 2021, all four members of the Compensation Committee
Chair
are independent outside directors (of whom two are women), including
the chair. The Compensation Committee has the statutory authority to
determine the policy of individual compensation of the Company s directors
and executive officers and the contents of individual compensation for
directors and executive officers.

Compensation Committee Activities in Fiscal 2020

● The Compensation Committee met 14 times in fiscal 2020*
● Average participation per meeting was 100%
Motoo Nagai Bernard Delmas Jenifer Rogers
* From April 1, 2020 to March 31, 2021 (June 2019－) (June 2019－) (June 2019－)

Blue text:
Independent
outside director
Red text:
Keiko Ihara Non-independent
(June 2019－) outside director

* Dates in parentheses below the photos indicate the start of committee membership (which is
different from the date of appointment as a director).

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Audit Committee System and Authority 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) executive ・Annual audit reports to be submitted to
officers business execution and directors shareholders meeting and employees. The Chair shares his collected information with other
performance of their duties. ・Audit policy / rules and annual audit plan / members of the Audit Committee in a timely manner.
・To make executive officers and employees/ budget of the Audit Committee
The Audit Committee, in conducting its audits, cooperates with the internal
subsidiaries report on business execution ・Proposal for shareholders meeting
and investigate the status of operation concerning the appointment / dismissal of audit department and the independent auditors in an appropriate manner,
and financial conditions external auditors making efforts to enhance the effectiveness of tri-parties audit. Under
・To seek injunctions against illegal acts ・Assignment of staff employees of Audit
the leadership of the Audit Committee, collaboration among three parties
of directors, executive officers and Committee secretariat
employees ・Annual audit plan, budget and HC of Global is contributing to the enhancement of the effectiveness of internal control
・To produce annual audit reports Internal Audit Office, assignment and systems by sharing information on the issues pointed out by their respective
・To select /dismiss external auditors evaluation to the head of Global Internal
・(Appointed Audit Committee member) to Audit Office
audits and the status of their remediation in a timely manner. Further, the
represent the company in any litigation ・Filing of litigation against directors / Audit Committee supervises the internal audit department, periodically
brought against directors / executive executive officers receives reports from them on the progress and results of their internal
officers
audit activities conducted in accordance with their internal audit plan and, as
necessary, gives them instructions regarding internal audit.
As of March 31, 2021, the Audit Committee chaired by independent The Audit Committee is the contact point for whistleblowing with doubts
outside directors consists of five directors, four of whom are independent regarding the involvement of management such as executive officers, and
outside directors (of whom one is a woman). As part of audits on business deals with whistleblowing by establishing a system where relevant executive
execution including the organization and operation of Nissan s internal officers cannot know the whistleblower and the content of whistleblowing.
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. In addition, the
Chair has meetings with executive officers including the President and Chief
Executive Officer periodically and exchanges opinions in various areas.

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Audit Committee Activities in Fiscal 2020 Members

● The Audit Committee met 13 times in fiscal 2020*
● Average participation per meeting was 100%
Chair
* From April 1, 2020 to March 31, 2021

Main Activities in Fiscal 2020

● Responded to a lawsuit for damages filed by the former chairman as the
defendant, sought liability for other serious misconduct by the former
chairman and implemented appropriate measures to recover from the
damage Yasushi Kimura Masakazu Toyoda
(June 2019－) (June 2019－)
● Created an internal controls system for risk management, cyber security
and other areas, held hearing for individual reports on management
conditions
● Held hearing on quarterly review results for the current fiscal year
reported by the accounting auditor
● Exchanged opinions with the Accounting Auditor on key audit
considerations (KAM)
Blue text:
● Audited by the Board of Directors to confirm auditing function Independent
outside director
effectiveness Red text:
● Visited Nissan manufacturing bases as well as major domestic and Motoo Nagai Jenifer Rogers Pierre Fleuriot Non-independent
(June 2019－) (June 2019－) (February 2020－) outside director
overseas subsidiaries (1 base and 16 companies: including virtual visits
* Dates in parentheses below the photos indicate the start of committee membership (which is
online)
different from the date of appointment as a director).
● Held liaison meetings with corporate auditors of Group companies for the
purpose of improving the audit quality at each Group company (including
virtual visits online)

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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 5 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
Female 2
5 out of 6 are independent directors Certified public accountant or tax attorney appointed as statutory
Committee

8
accounting auditor/advisor of Nissan
Compensation All are independent directors
Attorney, certified public accountant, tax attorney or any other type of
Audit 4 out of 5 are independent directors Male 10 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 8 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 Motor Company Director Independence Standards
https://www.nissan-global.com/PDF/190625-02_02_EN.pdf

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Executive Officer System * Please refer to the Nissan Corporate Governance Overview for details on the internal control
system (P53)
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, 2021, 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, IT and monozukuri . Under the control of
departments, as well as group companies, cooperate closely under the CEO the Chief Internal Audit Officer, all internal audits are carried out efficiently
to improve the internal control system. and uniformly across the globe.

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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
Regional 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

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GRI102-25

Avoidance of Conflict of Interest Three key pillars of Director Conflicts of Interest

Resolution Policy
In case of any transaction that involves any conflict of interest between the
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 of Resolution Resolution
Duty to report
group procedure
conflict of interest, the representative executive officer of the company must
not concurrently serve as a director, executive officer, or any other officer Mandates two affirmative Establishes the Director Establishes procedures to
duties for directors; Conflict Resolution resolve director conflicts
or employee of a major shareholder; Mitsubishi Motors Corporation, which
ⅰ.Timely reporting of Group, comprising (of at before and during board
is one of the other parties of the Alliance; or any subsidiaries or affiliates
actual and potential least) three independent / committee meetings
of the above. If an executive officer serves in such position at the time conflicts; directors, led by the chair including:
of assuming the office of representative executive officer of Nissan, that ⅱ.Advance disclosure of of the Audit Committee. ⅰ.Maintaining a database
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
ⅱ.Presenting at any postponing the matter
Corporate Governance Guidelines provide that, given the potential conflict
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, conducts annual conflict of interest questionnaires, requires
directors to report any actual, potential or perceived conflicts and also
establishes procedures to resolve such conflicts.

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RISK MANAGEMENT
GRI102-29 GRI102-30 GRI102-33 GRI418-1

Risk Management Systems these activities is regularly reported to the Corporate Risk Management
Committee and the Internal Control Committee, and also to the Audit
Our Global Risk Management Policy defines risk as events or situations Committee and the Board of Directors, when appropriate.
that hinder the Nissan Group Corporate Purpose, strategies and the
Board of Directors
achievement of business objectives. Accordingly, Nissan promotes Audit Committee
Biannual reporting
groupwide risk management activities. Detecting risks as early as Chairperson: CEO
possible, evaluating the magnitude of impact and probability of (executive officer in charge of Internal Controls)

occurrence, and examining and implementing the requisite measures Internal Controls Committee

reduces the probability and likelihood risk events will occur. In the Biannual reporting

unlikely event a risk event does occur, we strive to minimize losses and Chairperson: CEO

ensure the risk is managed commensurately with its magnitude. To Corporate Risk Management Committee
(Executive Committee)
respond to changes in our business environment within and outside the PMO:
Regular reporting and monitoring Corporate Management Office
Company, we have reviewed the risk management process and carried
out annual interviews of corporate officers and conducts hearings in Risk owner* Risk owner* Risk owner* Risk owner* Risk owner* Risk owner* Risk owner*

Responsible Responsible Responsible … Responsible Responsible Responsible Responsible

each corporate function by department in charge of risk management, Executive Executive Executive Executive Executive Executive Executive
Specific Specific Specific Specific Specific Specific Specific
carefully investigating various potential risks and revising the corporate committees / committees / committees / committees / committees / committees / committees /
line functions line functions line functions line functions line functions line functions line functions
risk map by evaluating impact, likelihood and control level quantitatively
Each region/Group company
and qualitatively. The Corporate Risk Management Committee, chaired
(As of March 31, 2021)
by the CEO, makes decisions on risk issues that must be handled at * In principle, risk owners are Executive Committee members.
the corporate level and designates risk owners to manage these
risks. Under the leadership of these owners, we design appropriate With respect to individual business risks, each division is responsible for
countermeasures. At the end of each fiscal year, the head of risk taking the preventive measures necessary to minimize the frequency of risk
management assesses the control level of each risk and determines issues and their impact when they do arise as part of its ordinary business
the effectiveness of each risk management activity. The progress of activities. The divisions also prepare emergency measures to put in place

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when risk factors materialize. Nissan Group companies in Japan and To support this new basic Company policy, we have positioned the objective
overseas are strengthening communication to share basic processes and of risk management as activities supporting the realization of our Corporate
tools for risk management, as well as related information, throughout the Purpose from a longer-term perspective rather than limiting it to short-term
Group. objectives such as achieving business targets. Accordingly, we have taken
In line with the reorganization of management committees in each a wider view of targeted risks from the perspectives of enhancing corporate
region where the Nissan Group operates starting in fiscal 2020, we are value and contributing to the environment, human rights and sustainability.
reassessing and restructuring risk management implementation and Regarding the evaluation of risks, in addition to transitioning away from
cooperation methods between regional management divisions and Global conventional subjective and qualitative evaluations to more objective and
Headquarters. quantitative evaluations, we referenced the international framework and
The business environment in which we operate has been increasingly engaged in more concrete risk assessments and ascertaining activities to
volatile in recent years, including such aspects as the widespread adoption control and manage risks.
of new technologies and growing geopolitical risks. We will continue to These improvements have been reflected in our Global Risk Management
bolster our activities in this area so we can appropriately address these Policy and published in revised editions.
changes.

Protecting Personal Data and Reinforcing Information

Risk Management Enhancement Efforts Security
Nissan is refocusing basic Company policies from increasing quantity to We share our Information Security Policy with Group companies worldwide
improving quality with the aim of realizing steady and profitable growth in as a basis for reinforced information security, implementing via the
order to achieve a solid turnaround and survive the turbulent times ahead. Information Security Committee measures enhanced through the PDCA
In light of reflections on past scandals, we have made efforts to strengthen cycle. We reliably address issues by identifying internal and external
governance and internal controls in order to ensure the prevention of information leaks as they occur worldwide and reinforce information security
recurrence, and with regard to risk management, which is one critical on a timely basis. To thoroughly educate and motivate employees to adhere
component of internal controls, we are also revising and enhancing relevant to relevant policy, we institute regular in-house educational programs.
frameworks and processes. Based on the principle three lines of defense Moreover, we recognize our social responsibility to properly handle
as a systematic enhancement, the PMO of Risk Management was precisely customers personal information in full compliance with the respective
positioned to function as the second line and the personnel system was personal information protection law in each region. We have set up internal
enhanced.

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systems, rules and procedures for handling personal data. All Nissan Group
companies are fully enforcing these processes.
We are aware that, more than ever, transparency, privacy and integrity
of information are essential values in building and maintaining customer
trust in the Nissan brand. We formulated the Basic Policy on Customer
Privacy to ensure a unified global approach to the use of customer data
and privacy information. This policy ensures that the handling of information
is consistent and treated as an important duty at all Nissan sites. This new
policy sets out Nissan's commitment to privacy and its basic privacy policy.
There were no major instances of loss or leaking of personal information at
any Nissan Group company during fiscal 2020.

* Click here for more information on Financial Information "Business and other risks"
https://www.nissan-global.com/EN/DOCUMENT/PDF/FR/2020/fr2020.pdf

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COMPLIANCE
GRI103-1 GRI419-1

Nissan understands that acting with integrity and high standards is of background. We have since implemented appropriate countermeasures
paramount importance, not only because it is the right thing to do, but also based on the results. Strict compliance is a top priority for our management,
because it allows all employees to perform at the highest levels. Nissan and we have taken it upon ourselves to examine the current situation with
expects all employees to maintain the highest ethical standards as they regard to compliance in every area of our business. When issues do arise,
carry out their duties. To raise compliance awareness throughout the we take appropriate measures, and we are committed to promoting and
company, Nissan has established a Global Compliance Office, as well as enforcing compliance and awareness thereof in all operational areas.
specialized departments, and appointed officers to promote compliance in
each region where it operates. *Click here for more information on nonconforming final vehicle inspections.
https://www.nissan-global.com/EN/SUSTAINABILITY/VEHICLE_INSPECTIONS/

In fiscal 2020, new global policies, including Global Environmental Policy

and Global Customer Privacy Policy, were released. The first Nissan Ethics Executing an Overhaul of Compliance Checks
Day was held globally on December 9 to enhance culture of ethics and At Nissan, following the discovery of nonconformities in the final vehicle
compliance in the company. inspection process at vehicle assembly plants in Japan, we were determined
to ensure that such a thing could never happen again. Accordingly, in fiscal
2018, an overhaul of compliance checks were carried out, and since fiscal
Enhancing Compliance 2019, Global Compliance Office and relevant functions monitor those items
periodically twice a year.
Preventing a Reoccurrence of Nonconforming Final In fiscal 2019, comprehensive compliance checks for major subsidiaries in
Vehicle Inspections at Nissan s Plants in Japan Japan was undertaken, and they have continued to carry out on a regular
basis since then. In fiscal 2020, we have started preparation to expand the
After the discovery in September 2017 of nonconformities in the final
scope of compliance monitoring to overseas entities. It will be implemented
vehicle inspection process at its plants in Japan, Nissan began a full
across the regions from fiscal 2021.
and comprehensive investigation of the facts, including the causes and

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GRI205-1

Working with Dealerships Anti-Bribery

Nissan undertakes various measures to ensure that its approach to
compliance is shared with dealerships and to enhance its internal controls. Anti-Bribery: Policies and Philosophy
While strengthening lines of communication with dealerships we are Nissan does not tolerate corruption of any kind, whether individual or
carrying out activities to enhance their compliance at dealerships in Japan. systemic, committed by a company or a government. The Nissan Global
Specifically, Nissan arranges Control Self-assessment for dealerships to Anti-Bribery Policy* establishes a global framework for preventing and
enhance understanding of compliance matters and improve their compliance responding to corruption. Different cultural contexts may result in what seem
management status. We supplies check items which is reflected our internal to be gray areas, and Nissan respects local customs and traditions, but
audit results to all dealerships. They check their current compliance status corrupt practices are never acceptable.
and issues through the check item and use the PDCA cycle to make
voluntary improvements. When major compliance issues occur, the legal, *Click here for more information on the Nissan Global Anti-Bribery Policy.
communications, external and government affairs and other applicable https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2013/NIS_SUS2013E_POLICY.pdf

Nissan departments work together with dealers to take prompt and

Click here for more information on the Avoidance of Conflict of Interest.
appropriate action. >>> P212

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GRI205-2 GRI419-1 GRI102-16 GRI102-17 GRI205-2 GRI419-1

Anti-Bribery: Management Business Ethics

Nissan has established a Global Code of Conduct* and Global Compliance
Office as well as departments and officers at each of its operations
Business Ethics: Policies and Philosophy
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 the
We also provide guidance on compliance for directors and corporate
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
Global Compliance Committee (GCC), co-chaired by CEO and Global
policies and able to act appropriately when faced with compliance issues.
Compliance Officer, is held twice a year, where global compliance strategies
Nissan has created a series of internal regulations that are applied
are deliberated, annual programs are validated, and compliance issues are
globally, covering areas such as decision-making, insider trading, personal
discussed. The results of GCC is reported to Executive Committee (EC) and
information management, information security, bribery and corruption, use
Audit Committee.
of social media, and customer privacy. With these policies in place, Nissan is
Under the oversight of our Global Compliance Committee, we have
working to heighten awareness and reduce infractions.
established a Regional Compliance Committee in each region of operation,
Employee education programs to promote compliance are held regularly in
forming a worldwide system for detecting and deterring illegal and unethical
all regions in which Nissan operates. For example, training sessions base on
behavior. Global Headquarters works with all regions and bases of operation
the Global Anti-Bribery Policy have been conducted in all regions.
to ensure full awareness of compliance issues and prevent illegal activity,
In fiscal 2020, Nissan initiated a series of global projects such as third party
and has processes in place to take appropriate disciplinary action against
risk management and compliance risk assessment including anti-corruption
those who violate or infringe the Global Code of Conduct or the law. Our
with renewed methodology.
Global Compliance Office further increases the rigor of our compliance
*Click here for more information on the Global Code of Conduct.
management. In addition, to enhance compliance at the regional level,
https://www.nissan-global.com/EN/DOCUMENT/PDF/SR/2017/NISSAN_GCC_E.pdf standalone, independent, regional compliance officers are appointed in
Japan-ASEAN, China, Americas, and AMIEO (Africa/Middle East/India/
Europe/Oceania) regions.

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Global Compliance Committee Organization Global Code of Conduct

(As of April 1, 2021) Global Code of Conduct contains our core principles for doing business
Nissan Motor Co., Ltd. Board of Directors
with honesty and integrity, in full compliance with established laws and
Internal Control Committee Executive Committee (EC) Audit Committee regulations in all locations in which we operate. The Code of Conduct s
standards apply to all employees within Nissan Group companies, and every
Global Compliance Committee (GCC) employee is responsible for upholding and adhering to the Code. The Code
Global Compliance Committee of Conduct is reviewed for revision at least once every three years to ensure
Global Compliance Officer
that it evolves along with the company and society. The Code is also updated
Management Committees (MCs) promptly, outside the regular review cycle, in response to significant changes
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
Japan-ASEAN China Americas AMIEO
proactively added as a new key pillar of the Code.
In fiscal 2020, updated Global Code of Conduct training material was
*Each Regional Compliance Committee oversees various local compliance committees as delivered to all regions. The e-learning material for indirect employees
appropriate. was available in approximately 20 languages and accessible in number of
formats including via portable devices like smartphones and tablets. The
global completion ratio of indirect employees was 99.0%. Factory-focused
training material was prepared for factory workers, who received the
training via regular shift-start messaging or in a seminar setting. The global
completion ratio of factory workers was 96.7%. This global Code of Conduct
training is mandatory for all Nissan employees every year as well as Board
members and Corporate Officers.

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.

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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 of
⑤ Be Impartial and Fair 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.

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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 violators. 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 such dealers and of a Global Director and Regional Managers, works with each of our
suppliers. It is available 24 hours a day, 365 days a year, in more than 20 businesses to set control and monitoring mechanisms ensuring compliance
languages. Employees are encouraged to report violations of the Code of with security-related export controls, and these mechanisms are strictly
Conduct or other company rules, and are protected from retaliation by our applied to all operations.
non-retaliation policy, a cornerstone of our compliance program. We recognize our responsibility for compliance with all regulations related
In fiscal 2020, 1,166 concerns were reported globally. Among those, 314 to export controls on goods, software and technologies in our areas of
compliance-related matters were identified while 739 were human resource operation. We are in the process of reviewing and updating our Global
related. The most recurrent types of reports are Human Resource Concern , Export Regulatory Compliance Policy to ensure proper compliance with
Health & Safety/Sanitation/Environmental Protection and Offensive or such regulations across the Nissan Group. Based on the global policy, we
Inappropriate Communication . continue to develop and enhance regional policies for each of the regions
where we operate, such as export regulatory compliance policies issued in
fiscal 2020 for China, A&O (Asia & Oceania) and AMI (Africa, Middle East,
India). We are currently reviewing impact of new regional structure under
NISSAN NEXT, and will make applicable adjustments as necessary. 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 dual use
export control list and moves to deploy export control regulations in China,
Thailand, and India.

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With the overall aim of improving our level of internal control, we strive to export controls for each business operation through the systematic global
conduct regular risk-assessment activities in connection with export controls sharing of this information.
in each region, create monitoring mechanisms aligned with regulatory
requirements and business demands, and continually improve our operations. Global Export Control Policy Framework
To make employees more familiar with compliance risks, we are reviewing
our training system and materials, including information about complying Representative executive responsible for export controls
with relevant customs and trade laws. From fiscal 2018, we began annual
training in Japan based on the new system. In addition, we deployed
mandatory training globally starting in fiscal 2019 with North America, Export Control Global Secretariat*1
Latin America, AMI, and China completing this training. In fiscal 2020, A&O Japan, Asia & Oceania, China,
completed mandatory training and Europe remains under development for North America, Latin America,
deployment in fiscal 2021. Africa, Middle East, & India,
Europe
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*2
export control for advanced technologies, such as autonomous driving and
connected-car technologies at Nissan sites in Japan, the U.S., and Europe
Japan, Asia & Oceania, China,
as well as other locations around the world, where warranted. Marketing and sales, R&D,
North America, Latin America,
At our development sites in Japan, we completed an enhancement of our supply-chain management, IT,
Africa, Middle East, & India,
classification process for sensitive goods, software and technologies using
production, etc.
Europe
IT systems. At our research sites in the U.S. we completed development of
Technology Control Plans for our Battery lab and Alliance Innovation Lab - *1, *2 New regional structure under Nissan NEXT will be adjusted
*1, *2 New regional structure under NISSAN NEXT will be adjusted.
Silicon Valley.
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

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GRI207-1 GRI207-2 GRI207-3 GRI419-1

Nissan s Commitment to Tax Nissan applies established international standards (such as those
championed by the OECD) to its dealings between the companies within the
Transparency group. Intercompany transactions are priced on an arm s-length basis, which
means that Nissan entities trade with each other as if they were independent
Nissan s Approach to Tax entities.
In line with its Global Code of Conduct, Nissan is committed to complying Nissan is transparent about its approach to tax. Nissan aims to pay the
with the laws and regulations of all countries in which Nissan operates, as appropriate amount of taxes in the jurisdictions in which it operates, and to
well as with international tax treaties and tax-related financial reporting avoid tax-related interest payments and penalties for failure to comply with
rules. In order to conduct business properly and efficiently in many markets local and international tax rules.
across the globe, Nissan established a documented tax policy from 2015. The CFO reviews and approves the tax strategy. The Global Head of Tax and
The Policy is continuously revised in order to keep up with the legislative the CFO update annually the Board of Directors on Nissan s tax risks and
and regulatory changes. The Policy includes details of Nissan s governance adherence to its tax strategy.
arrangements, tax risk management strategy and its approach to dealing
with tax authorities. Nissan is consistently fulfilling all tax disclosure *Click here for information on Nissan s U.K. tax strategy.
https://www.nissan.co.uk/legal/nissan-uk-tax-strategy.html
requirements under domestic and international rules (such as OECD
Country-by-Country Reporting) and other country-specific transparency
requirements like those in Australia or the United Kingdom*. Nissan s Tax Management
Nissan effectively manages its tax risks by involving the Tax Department Nissan effectively manages tax risks within the Group by participating in and
into key business decisions. Nissan s Tax Department collaborates with and through the delegation of authority process at a global, regional and local
supports other functions to ensure tax implications are properly evaluated level validating key business decisions from a tax perspective in a consistent
and addressed in operational and strategic decision-making on a timely manner.
basis. Input from the Tax Department is particularly critical in relation to Nissan s global brand reputation and the continuing success of its
transactions, restructurings, legal entity modifications, and other business manufacturing and distribution operations are of paramount importance.
changes, as necessary to support Nissan s business strategy. Consequently only a low level of tax risk is considered acceptable as also
Through a formal delegation of authority process, the Tax Department demonstrated by proactive discussions with tax authorities.
validates key business decisions from a tax perspective, thereby ensuring Where Nissan has tax audits, the company seeks to reach an agreement
the tax strategy is aligned with the wider business objectives, in a consistent with the tax authorities on the treatment that will apply. In case Nissan is
and timely manner. unable to reach an agreement with the tax auditors, Nissan will uphold its

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tax positions in court and defend its application of the law through litigation. Nissan has a hotline which is called SpeakUp where employees have a
Nissan has several methods for identifying and managing tax risks. way to report unethical or illegal activities they have witnessed or that they
The Global Tax Controversy Report is Nissan s Tax Department s tool for suspect. SpeakUp is a means to bring tax-related incidences to the attention
central documentation and quantification of tax risk. It includes all tax of management.
exposure: both direct and indirect taxes. Key findings are discussed quarterly
with top management. Nissan s stakeholder engagement
Specifically for income tax, Nissan has a process in place at local, regional and management of concerns related to tax
and global level to recognize uncertain tax positions as required by the
Nissan seeks to maintain a long-term, open and constructive relationship
Interpretation no. 23 of the International Financial Reporting Interpretations
with national tax authorities by proactively engaging with them, as well as
Committee (IFRIC 23). Nissan adopted IFRIC 23 from the beginning of fiscal
other governmental and relevant industry bodies, directly and indirectly.
2019.
First, Nissan strives to develop cooperative relationships with tax authorities
Regarding transfer pricing topics, Nissan s Tax Department has internal
through regular meetings and partnership programs. Nissan has ongoing
procedures and controls in place to identify transfer pricing risks, assess,
communication with tax authorities including, where applicable, use of
monitor and mitigate such risks, and report material risks to all stakeholders.
advance rulings and Advanced Pricing Agreements (APAs). Nissan engages
Profitability by product basis and by company basis is monitored regularly
in APAs with tax authorities to obtain certainty regarding transfer pricing for
to identify potential risks. Once identified, the risks are reported to Nissan s
intercompany transactions.
finance leadership team. The executive-level position within the organization
Nissan regularly engages with policy makers to support the development of
accountable for compliance with the tax strategy is the Global Head of Tax,
tax rules and regulations based on sound tax policy principles. Nissan also
reporting to the CFO.
provides input to industry groups and international economic organizations,
Compliance with the tax governance and control framework is evaluated
such as the Tax Executives Institute (TEI) and the Business and Industry
regularly by the following departments, at regional, local and global level:
Advisory Committee to the OECD. As a Japanese automaker, Nissan is
Tax, Compliance, and Internal Audit. Global policies on tax governance
a member of Keidanren, one of Japan s major private sector business
and control are published on Nissan s internal website and available to
associations and also part of the Japan Automobile Manufacturers
all employees globally. Compliance Department checks with the Tax
Association (JAMA).
Department regularly to assess how the policies are enforced and whether
Finally, Nissan s Investors Relations Department engages with the Global
they reflect the latest business operations in Nissan.
Tax Department each time there is a question from stakeholders related
to tax topics. The Tax Department will ensure that such questions are
answered in a satisfactory way.

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ESG Data
Corporate Overview …………………………… 226
Environmental Data …………………………… 228
Social Data ……………………………………… 250
Governance Data ……………………………… 256

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Corporate Overview
GRI102-2 GRI102-3 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, FY2018 FY2019 FY2020
Headquarters Kanagawa 220-8686, Japan
Net sales 11,574.2 9,878.9 7,862.6
The Nissan Group consists of Nissan Motor Co., Operating income (loss) 318.2 (40.5) (150.7)
Ltd., subsidiaries, affiliates and other associated
Group Structure and companies. Its main business includes sales and Ordinary income 546.5 44.0 (221.2)
Business Outline production of vehicles and related parts. The Nissan
Group also provides various services accompanying Profit (loss) before tax 477.7 (573.0) (339.3)
its main business, such as logistics and sales finance.
Net income (loss)
Brands Nissan, Infiniti, Datsun attributable to owners 319.1 (671.2) (448.7)
of the parent
Consolidated Number of
Employees 131,461 Capital expenditure 509.9 509.2 405.4
(as of March 31, 2021)
Depreciation 377.8 372.9 270.3
R&D: 16 markets Research and
(Japan, U.S., Mexico, U.K., Spain, Belgium, development costs 523.1 544.8 503.5
Germany, Russia, China, Taiwan, Thailand, Vietnam,
India, South Africa, Brazil, Argentina; total of 45
Global Network sites) Click here for more information on Financial Data.
(as of March 31, 2021) Design: 5 markets https://www.nissan-global.com/EN/IR/
(Japan, U.S., U.K., China, Brazil; total of 7 sites)
Automobile Production: 32 bases in 17 markets
(excludes plants providing OEM vehicles to Nissan
[Renault, Mitsubishi Motors, Fuso, Suzuki, etc.].)

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GRI102-6 GRI102-7

Global Sales Volume and Production Volume

（Thousand units）

FY2018 FY2019 FY2020 Others Japan

12.7% 11.8％
Global sales volume 5,516 4,930 4,052
Japan 596 534 478 Europe FY2020
9.6％ Global Sales Volume China
China 1,564 1,547 1,457
North America 1,897 1,620 1,213 4,052
thousand units
36.0％

Europe 643 521 391 North America

Others 816 708 513 29.9％

（Thousand units）

FY2018 FY2019 FY2020

Japan
Global production
5,362 4,757 3,634 14.2％
volume
FY2020
Japan 901 758 517
Others Global Production Volume North America
North America 1,587 1,340 953 50.3％ 3,634 26.2％
Europe 661 508 336 thousand units

Others 2,213 2,151 1,828

Europe
9.3％
Click here for more information on Financial Data.
https://www.nissan-global.com/EN/IR/

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GRI302-5

Environmental Data Climate Change (Products)

CO2 Emissions from New Vehicles (Global)*
Climate Change (Products) ………………………………… 228 （%） 37.4％reduction
100
Climate Change (Corporate Activities) …………………… 232 100

95
Air Quality ……………………………………………………… 239 90.1
90
Resource Dependency: Achievements in Reuse ……… 241
85
Resource Dependency (Facility Waste) ………………… 242
80
Water Resource Management ……………………………… 244 73.2
75 70.1
Strengthening Our Business Foundations 67.6 67.4
70
to Address Environmental Issues…………………………… 246
65 66.6 67.0
Material Balance ……………………………………………… 248 65.2
62.6
60
Environmental Conservation Cost ………………………… 249
2000 2005 2013 2014 2015 2016 2017 2018 2019 2020 （FY）

Estimates (as of July 2020) have been used for the FY2019 actuals for CO2, VOC, industrial
waste, and water at European facilities. In fiscal 2020, CO2 emissions in Nissan s main markets of Japan, the U.S.,
Europe, and China were 37.4% lower than fiscal 2000 levels, as measured
by Corporate Average Fuel Economy (CAFE).
In particular, fuel efficiency has improved compared to fiscal 2019 due to the
introduction of new models in the United States and Europe.

* Reduction in CO2 emissions calculated by Nissan.

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Corporate Average Fuel Economy (CAFE, JC08 Mode) in Japan CO2 Emission Index from Nissan Vehicles in Europe
（km/L） （g-CO2/km）
25 23.1 In 2020, average CO2 emissions
22.6
20.6 21.2 150
18.2
19.7 20.0 19.7 19.5 in Europe were the same as 2019
20
16.3
15.3 16.1
13.6 14.2 14.0 14.0 140
15

10
130
5

120 117 117 115

0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020（FY） 114 114

In fiscal 2020, the corporate average fuel economy in Japan was 23.1 km/L. 110 2016 2017 2018 2019 2020（年）
Higher sales of Nissan Kicks and other e-POWER vehicles contributed to
the 2% improvement over fiscal 2019.

* Provisional values calculated in-house; some models include WLTC mode fuel consumption values. Corporate Average Fuel Consumption in China
（L/100km） In 2020, fuel economy for
Corporate Average Fuel Economy (CAFE) 12
Import domestically produced and
in the United States 10
9.3
8.2
8.0
imported vehicles improved
7.9 7.8
8 6.7 6.6 6.3 approximately 4% and 1%,
（mpg）
Domestic 5.8 5.5 respectively. Increasing
50 6
41.9 40.6 39.8 39.9 41.4 40.7 Production
40 33.7 34.0 34.1 35.2
39.1 40.0
number of EVs improved the
32.0 32.2
29.5 30.1 29.1 28.8 27.8 29.7
4
30
26.2
28.2 29.2 28.0 28.5 29.7 29.4
22.9 23.1
25.7 24.9 24.8 24.4 27.1
27.5
fuel economy of domestically
20.8 20.7 20.7 21.7 21.2 21.7 21.9 2
20 produced vehicles.
10
0 2016 2017 2018 2019 2020（CY）
0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020（年度）

PC LDT

In fiscal 2020, US sales resulted in a CAFE of 40.7 mpg for passenger cars,
a 2% decrease compared to fiscal 2019. In the light-duty truck segment, the
release of new models increased the CAFE 7%, from27.8 mpg to 29.7mpg.

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Revenue, Global Sales Volume and Production Volume Data

（¥ billion） （k unit） （k unit）

FY2019 FY2020 FY2019 FY2020 FY2019 FY2020

Revenue*1 11,217.6 9,108.7 Global Sales Global Production
4,930 4,052 4,757 3,634
Volume*2 Volume*2
Japan 534 478 Japan 758 517
North America 1,620 1,213 North America*3 1,340 953
Europe 521 391 Europe*4 508 336
Asia 1,821 1,649 Asia*5 1,991 1,737
Other 434 320 Other*6 160 91
*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 ％ 34.5 2.3 26.2 1.9 35.1 0.1
North America ％ 98.9 0.2 0.0 0.9 0.0 0.0

Europe ％ 72.2 18.2 0.0 9.6 0.0 0.0

Other ％ 93.3 5.5 0.1 0.7 0.4 0.0

Global ％ 85.3 4.7 3.4 1.8 4.7 0.0

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EVs Xtronic CVT

100% EV and e-POWER Vehicle Sales Xtronic CVT Sales Volume

1目盛：-0.1531 mm
（k unit） （M unit） In fiscal 2020, we sold 2.47
250
217 3.5 3.2 3.1 million additional Xtronic CVT
204 3.0
191 3.0 2.7
200 2.5 vehicles, bringing the cumulative
151 2.5 total to 32.4 million.
150
108 2.0
100 1.5
1.0
50
0.5
0 2016 2017 2018 2019 2020（FY） 0 2016 2017 2018 2019 2020（FY）

* Includes the sale of EVs by joint ventures in China. * CVT: Continuously Variable Transmission

GRI102-49

Hybrid Electric Vehicles

Hybrid Units Shipped

（k unit）
200
172 In 2020, vehicle numbers
150 134 increased due to the expansion
116 of hybrids to kei vehicles in
102
100 81 Japan.
* Manufacturing base and office closures
50 due to COVID-19 prevented the finalizing
of fiscal 2019 data in Sustainability
0 2016 2017 2018 2019 2020（FY） Report 2020. Fiscal 2019 data has been
updated for Sustainability Report 2021.

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Climate Change (Corporate Activities)

Energy Input （FY） （FY）

Unit 2016 2017 2018 2019*3 2020 Unit 2016 2017 2018 2019*3 2020

Total MWh 10,189,082 9,532,840 9,252,737 8,313,893 7,655,514   External

 By region    Electricity

   (purchased)
MWh 5,247,663 4,755,897 4,711,467 4,384,282 3,851,011

  Japan 4,497,562 4,084,912 3,700,532 3,438,939 3,015,419    Renewable

MWh
   energy*1
MWh 157,226 133,212 135,574 123,225 181,815

  North America 2,643,303 2,452,299 2,570,438 2,180,450 1,909,902    Chilled

MWh
   water
MWh 12,919 6,661 7,487 5,086 3,530

  Europe 1,093,103 1,126,186 1,048,201 913,521 888,089    Heated

MWh
   water
MWh 4,690 5,000 5,000 2,706 2,635

  Other MWh 1,955,115 1,869,443 1,933,566 1,780,983 1,842,105    Steam MWh 136,593 128,038 102,324 125,662 96,960

 By energy source   Internal

  Primary    Electricity
   (in-house MWh 11,847 14,609 13,214 43,668 65,183
   generation)
   Natural gas MWh 3,537,674 3,701,640 3,579,998 3,079,723 3,089,803
   Renewable
   energy*2
MWh 11,847 14,609 13,214 43,668 65,183
   LPG MWh 249,426 179,945 191,405 175,559 144,478

   Coke MWh 217,431 218,618 200,527 154,961 100,144 Total renewable MWh 169,073 147,821 148,788 166,893 246,998
energy

   Heating oil MWh 209,232 147,522 113,200 90,078 69,618

*1 Volume of renewable energy in electricity purchased by Nissan.
   Gasoline MWh 303,040 299,000 259,045 243,166 184,021 *2 Volume of renewable energy generated by Nissan at its facilities and consumed for its own
purposes.
   Diesel MWh 57,488 48,259 53,074 23,246 25,315 *3 Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report
   Heavy oil  MWh 43,853 27,652 15,995 16,303 22,816 2021.

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Global Energy Consumption Energy per Vehicle Produced

（MWh） （MWh/vehicle） In fiscal 2020, energy per
10,189,082 3.0 vehicle produced was 2.11MWh
9,532,840 9,252,737
10,000,000
2.5 2.11 increased by 20.5％ compared to
8,313,893
4,497,562 7,655,514 2.0 1.80
1.68 1.73 1.75 fiscal 2019.
8,000,000 4,084,912 3,700,532
3,438,939 1.5
3,015,419 Japan
6,000,000 1.0
2,643,303 2,452,299 2,570,438 0.5
2,180,450 North
4,000,000 1,909,902 America
0.0 2016 2017 2018 2019 2020 （FY）
1,093,103 1,126,186 1,048,201 888,089 Europe
913,521
2,000,000
1,955,115 1,869,443 1,933,566 1,780,983 1,842,105 Other
Data for the Japan region includes the manufacture of powertrains and
0 2016 2017 2018 2019* 2020 （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 2020 was 7.656 million MWh, a 8% decrease from fiscal 2019. This By region Unit 2020
reduction was primarily due to the promotion of energy-saving activities at Japan MWh/vehicle 5.83
facilities and a decline in total production volume. Production sites globally North America MWh/vehicle 2.00
accounted for 6.513million MWh★ of total energy consumption.
Europe MWh/vehicle 2.64
Other MWh/vehicle 1.01
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please
see here.
>>> P102

* Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
data in Sustainability Report 2020. FY 2019 data has been updated for Sustainability Report
2021.

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Energy per Revenue Carbon Footprint

(FY)
（MWh/million ￥） In fiscal 2020, global Nissan Unit 2016 2017 2018 2019* 2020
1.2 facilities saw energy per revenue Scope 1 t-CO2 963,661 912,476 889,444 774,163 737,683
1.0 0.84 result of 0.84MWh, increased by
0.79 0.74
0.8 0.72 0.71 13% from 2019. We are taking Scope 2 t-CO2 2,614,028 2,394,109 2,339,883 2,105,700 1,804,759

0.6 ongoing steps toward decoupling

Scope 1+2 t-CO2 3,577,689 3,306,584 3,229,327 2,879,864 2,542,442
financial capital generation from
0.4
energy use.
0.2 Japan t-CO2 1,579,089 1,333,335 1,208,303 1,147,686 923,892

0.0 2016 2017 2018 2019 2020（FY）

North America t-CO2 823,340 683,332 738,234 648,754 647,465

Europe t-CO2 176,285 228,998 221,692 163,553 156,441

Other t-CO2 998,976 1,060,920 1,061,098 919,871 814,644

Scope 3 t-CO2 150,462,000 213,715,000 203,106,900 173,138,601 135,068,055

In fiscal 2020, the total of Scope 1 and 2 emissions was 2.542 million tons.
Total CO2 emissions from manufacturing processes were 1.951million tons ★
(Scope 1 emissions: 0.599million tons ★ ; Scope 2 emissions: 1.353million
tons ★ ）.

★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please
see here.
>>> P102
* Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report
2021.

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Corporate Carbon Footprint per Vehicle Sold Manufacturing CO2 per Vehicle Produced
％
100 In fiscal 2020, overall corporate （t-CO2/vehicle） In fiscal 2020 , our
100 emissions were reduced 0.8 0.73 manufacturing CO2 emissions per
80 70.8 68.6
by 33.7％ compared to fiscal vehicle produced were 0.52 tons,
66.0 66.3 0.6 0.51 0.52
2005, representing steady 0.50 0.49 29.7％ less than fiscal 2005.
60
progress toward our fiscal 2022 0.4
40 goal.
0.2
20

0 2005 2017 2018 2019 2020（FY） 0.0 2005 2017 2018 2019 2020 （FY）

Carbon Footprint of Manufacturing Activities Scope 1 and 2 Emissions per Revenue

（1,000t-CO2） （t-CO2/million ￥） In fiscal 2020, CO2 emissions
2,824 0.35 from our global operations
3,000 2,610
2,426 0.28 0.28
2,418 0.30 0.26 were 0.28 ton per ¥1 million of 
0.25 0.25
1,890 0.25 revenue.
2,000
0.20
0.15
1,000 0.10
0.05
0 2005 2017 2018 2019 2020 (FY) 0.00 2016 2017 2018 2019 2020 （FY）

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Logistics Volume CO2 Emissions from Logistics

(FY) (FY)
Unit 2016 2017 2018 2019 2020 Unit 2016 2017 2018 2019 2020

Total mil ton-km 39,930 35,635 34,903 28,288 21,168 Total t-CO2 1,926,477 1,567,248 1,482,982 1,144,338 891,817

Inbound* mil ton-km 10,634 9,699 10,164 8,083 5,518 Inbound* t-CO2 809,088 739,610 762,314 582,957 392,014

Outbound* mil ton-km 29,296 25,935 24,739 20,205 15,651 Outbound* t-CO2 1,117,389 827,638 720,667 561,381 499,803

Sea ％ 60.9 57.6 60.9 63.8 60.2 Sea ％ 17.8 20.0 19.9 21.1 20.1

Road ％ 24.8 25.9 23.3 23.0 25.0 Road ％ 62.1 64.6 60.3 64.1 65.9

Rail ％ 14.0 16.1 14.9 12.7 14.3 Rail ％ 5.6 7.0 6.7 5.9 6.7

Air ％ 0.4 0.4 0.9 0.6 0.5 Air ％ 14.5 8.4 13.1 8.9 7.4

* Inbound includes parts procurement from suppliers and transportation of knockdown parts; * Inbound includes parts procurement from suppliers and transportation of knockdown parts;
* Outbound includes transportation of complete vehicles and service parts. * Outbound includes transportation of complete vehicles and service parts.
* Value in 2016 were corrected after recalculation.

In fiscal 2020, global shipping decreased by around 25% compared to

the previous fiscal year, to 21,168 million ton-km. This was mainly due In fiscal 2020, CO2 emissions from logistics were 891,817 tons, down
to a decline in shipments of finished vehicles caused by lower levels of approximately 22％ from the previous fiscal year. A substantial contribution
productions as a result of COVID-19. to the reduction of overall CO2 emissions was made by production volume
decrease and reduction of air shipping.

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(FY)
CO2 Emissions per Vehicle Transported Category Unit 2020

（t-CO2/vehicle） In fiscal 2020, CO2 emissions per 1.Purchased goods & services kt-CO2 12,726 ★
0.5 vehicle transported were 0.31 2.Capital goods kt-CO2 791
0.43
0.4
0.38 0.37 0.38 tons. 3.Fuel- and energy-related activities kt-CO2 264
0.31 4.Upstream transportation &
0.3 kt-CO2 392
distribution
0.2 5.Waste generated in operations kt-CO2 126
0.1 6.Business travel kt-CO2 27
7.Employee commuting kt-CO2 162
0.0 2005 2017 2018 2019 2020 (FY)
8.Upstream leased assets kt-CO2 0
9.Downstream transportation &
kt-CO2 560
distribution
10.Processing of sold products kt-CO2 7
GRI305-3
11.Use of sold products kt-CO2 119,431 ★
12.End-of-life treatment of sold
kt-CO2 272
Scope 3 Emissions by Category products
We conducted a study based on the Corporate Value Chain (Scope 3) 13.Downstream leased assets kt-CO2 309
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 kt-CO2 135,067
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details,
please see here.
>>>P102

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Carbon Credit
Nissan Motor Iberica, S.A. in Barcelona and Cantabria, Spain, entered
EUETS, and the verified allowance earned for fiscal 2020 was 26,153 tons.

Employee Commuting CO2 Emissions

Public transportation
12%

Private car
88%

In fiscal 2013, Nissan introduced a companywide CO2 reduction plan for car
commuting employees in Japan. This plan encourages car commuters to
shift from internal combustion engine vehicles to electric vehicles. For fiscal
2020, CO2 emissions from car commuting in Japan were approximately 23.8
kton*, or 2.8ton-CO2 /vehicle annually.

* Calculated by using the parameters below together with vehicle homologation data:
- Average car commuting range (Japan): 9,358 km/vehicle-year
- CO2 emission factor for gasoline-powered vehicles (National Greenhouse Gas Inventory
Report of Japan [2009]): 0.33 kg-CO2e/km
- CO2 emission factor for electricity (Tokyo Electric Power Company [FY2019]): 0.000441
t-CO2 /kWh
- Employees of Nissan offices and manufacturing plants in Japan, fiscal 2020

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Air Quality VOCs per Vehicle Produced

Emissions （Kg/vehicle） In fiscal 2020, VOCs per vehicle
4.0 produced were 1.3kg
IIn fiscal 2020, NOx and SOx emissions from Nissan facilities in Japan 3.5
were 364 tons and 10tons respectively. both NOx and SOx reduced due to 3.0

production volume decrease in 2020. 2.5 2.11 1.97 1.90

（FY） 2.0
1.36 1.30
1.5
Unit 2016 2017 2018 2019 2020
1.0
NOx ton 430 619 418 380 364 0.5

SOx ton 31 36 34 14 10 0.0 2016 2017 2018 2019 2020 （FY）

（FY）
Volatile Organic Compounds (VOCs)
By region Unit 2020
In fiscal 2020, VOCs from manufacturing plants were 4,742 tons globally,
Japan kg/vehicle 2.74
a reduction from fiscal 2019. We actively continue to promote activities to
reduce VOCs, such as switching to materials including water-based paints. North America kg/vehicle 2.40
（FY） Europe kg/vehicle 3.05
Unit 2016 2017 2018 2019 2020
Total ton 11,933 10,564 8,433 6,465 4,742

Japan ton 3,580 3,232 2,188 2,016 1,420

North
America ton 4,851 4,284 3,847 3,135 2,294
Europe ton 3,502 3,048 2,397 1,315 1,028

* Value in 2017 and in 2018 were corrected after recalculation.

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GRI102-49

Released Substances Designated by PRTR Law* (Japan) PRTR Emissions per Vehicle Produced (Japan)
In fiscal 2019, released substances designated by the PRTR (Pollutant （kg/vehicle） In fiscal 2019, PRTR emissions
Release and Transfer Register) Law in Japan were 3,313 tons, decrease 5.0 per vehicle produced in Japan
4.25 4.37
3.88 3.94
from fiscal 2018. 4.0
3.77 were4.37 kg, a decrease from
（FY） fiscal 2018.
3.0
Unit 2015 2016 2017 2018 2019
Japan site total*1 ton 3,610 3,943 3,883 3,398 3,313 2.0

Oppama ton 488 872 796 715 1,022 1.0

Tochigi ton 1,435 1,179 920 655 467 0.0 2015 2016 2017 2018 2019 （FY）

Kyushu ton 1,173 1,406 1,697 1,573 1,391 2014

* Past figures have been changed since the compilation method used for other plants has been
Yokohama ton 12 17 20 25 21 made consistent with that of the Yokohama Plant.
Iwaki ton 132 144 62 54 62
NTC ton 370 325 388 378 351
* The table shows chemical substance emissions calculated based on the Japanese government
PRTR guidelines. PRTR emissions show total volume excluding substances adherent to the
product.
*1 Past figures have been changed since the compilation method used for other plants has been
made consistent with that of the Yokohama Plant.

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GRI301-2 GRI301-3

Resource Dependency: Achievements in Reuse Automotive Shredder Residue to Landfill Ratio

After removing ferrous and nonferrous metals from ELVs, in accordance with
Proper Use of Regulated Chemical Substances the End-of-Life Vehicle Recycling Law in Japan, the ratio of ASR taken to
Nissan revised its standard landfills for final disposal was zero in fiscal 2020 as same as 2019 s result.
(Substances) 5,290
for the assessment of hazards This was achieved by enhancing recycling capability through the acquisition
5,000 4,043
3,912 and risks in the Renault-Nissan of additional facilities that comply with the law.
4,000 4,069
Alliance, actively applying
3,500
3,216
restrictions to substances not Material Ratio
3,000
yet covered by regulations
In 2020, ferrous metals accounted for 61% of the materials used in our
2,500 but increasingly subject to
automobiles by weight. Nonferrous metals made up another 13% and resins
2,000 consideration around the
15%, with miscellaneous materials making up the final 12%. To further
1,500 2016 2017 2018 2019 2020 (FY) world. As a result, the number
reduce our use of natural resources, we are advancing initiatives to expand
of substances covered by the
the use of recycled materials in each of these categories.
Nissan Engineering Standard in fiscal 2020 rose to 5,290. These steps are
thought to be necessary for future efforts in the repair, reuse, remanufacture
and recycle loop for resources.
Recovered Bumpers
For more information on chemical substances governance. （parts / year） Number of parts recovered
>>> P093 Recovery rate
250,000
82.4%
79.3% 80.0%
200,000 67.9% 67.2%
Recycled Plastic Usage in Vehicle 162,000 166,000 164,800
150,000 122,000
We are making efforts to expand the use of recycled plastic in our vehicles, 98,000
100,000
as well as developing technologies for this. Recycled plastic use in fiscal
2020 was 5%, based on the rate achieved by our best-selling model in 50,000
Europe.
0 2016 2017 2018 2019 2020（FY）

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Resource Dependency (Facility Waste) （FY）

Unit 2016 2017 2018 2019 2020

Waste Total ton 158,939 152,674 206,645 199,470 153,160
Waste generated globally in fiscal 2020 amounted to 153,160 tons, a slight
By region
decrease from 199,470 tons in fiscal 2019. Waste generated globally from
production sites in fiscal 2020 was 145,529 tons ★. Japan ton 61,115 61,327 69,829 63,294 48,921

North America ton 45,459 35,177 64,514 58,970 48,043

★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please
see here. Europe ton 41,110 45,268 49,662 50,205 31,868
>>> P102
Other ton 11,255 10,903 22,639 27,001 24,328
By treatment method

Waste for
ton 8,707 8,041 7,231 6,365 6,539
disposal

Recycled ton 150,231 144,633 199,414 193,105 146,621

* Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report
2021.

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GRI102-49

Waste per Vehicle Produced Waste for Disposal per Vehicle Produced
（kg/vehicle） In fiscal 2020, waste per vehicle （kg/vehicle） In fiscal 2020, the volume of
60 produced slightly increased to 10 waste for disposal was increased
50
41.93 42.15 42.15 kg 8 to 1.80 kg per vehicle produced.
38.54
40
6
28.11 26.92
30
4
20
1.54 1.42 1.35 1.80
2 1.34
10

0 2016 2017 2018 2019 2020 （FY） 0 2016 2017 2018 2019 2020 （FY）

（FY）

By region Unit 2020

Japan kg/vehicle 94.62
North America kg/vehicle 50.41
Europe kg/vehicle 94.85
Other kg/vehicle 13.31

* Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report
2021.

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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 2020, water input for corporate activities was 21,159 thousand m³, （FY）
a 11% decrease compared with the fiscal 2019 level. Water input from Unit 2016 2017 2018 2019 2020
production sites was 20,542,337m³ ★. Total 1,000m³ 20,516 17,410 17,345 15,391 13,624
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please
see here.
Japan 1,000m³ 12,681 10,376 10,472 9,496 8,474
>>> P102 North
America 1,000m³ 4,028 3,382 3,190 2,746 2,351
（FY）

Unit 2016 2017 2018 2019 2020 Europe 1,000m³ 1,767 1,564 1,539 1,389 1,094

Total 1,000m³ 29,118 26,197 26,420 23,656 21,159 Other 1,000m³ 2,040 2,088 2,143 1,760 1,705
Quality
Japan 1,000m³ 15,563 13,115 13,022 11,918 10,797
Chemical
North oxygen
America 1,000m³ 5,483 4,905 4,930 4,768 3,888
demand kg 29,730 26,451 21,149 18,795 14,865
(COD)
Europe 1,000m³ 2,299 2,155 2,093 1,792 1,373 Japan only
Other 1,000m³ 5,774 6,023 6,376 5,178 5,101
* Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report
2021.

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Water Discharge from Corporate Activities (Per Vehicle

Produced)
(㎥/vehicle) In fiscal 2020, water discharge
10 per vehicle produced was 3.75m³,
which was a 16% increase
8
compared to fiscal 2019.
6
3.63 3.75
4 3.07 3.23 3.24

0 2016 2017 2018 2019 2020 (FY)

（FY）

By region Unit 2019 2020

Japan m³/vehicle 12.53 16.39
North America m³/vehicle 2.05 2.47
Europe m³/vehicle 2.73 3.26
Other m³/vehicle 0.82 0.93

* Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report
2021.

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.

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Strengthening Our Business Foundations to LCA Comparison for e-POWER Models

Address Environmental Issues Nissan introduced its new e-POWER powertrain in 2016, marking another
significant milestone in the electrification strategy with lifecycle emission
Global Top Selling Model s Lifecycle Improvements improvements.
We are advancing LCA method applications and expanding the scope of our Compared to their gasoline-powered counterpart models, the Note
understanding of the environmental impact of our products in quantitative e-POWER and Serena e-POWER have achieved 18% and 27% reductions
terms to our best-selling models worldwide. On a per-vehicle basis, coverage in CO2 emissions.
includes approximately 80% of vehicles globally and about 90% in Europe.
Lifecycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.)
With the Altima and Rogue, for example, improvements in internal （%） （%）
combustion engine efficiency and vehicle weight reduction have led to both 100 100
enhanced safety features and lower CO2 emissions.
80 80

Lifecycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.) 60 60

（%） （%）
100 100 40 40

80 80 20 20

60 60 0 Same class e-POWER: 0 Same class e-POWER:

gasoline-powered vehicle: Engine displacement gasoline-powered vehicle: Engine displacement
Engine displacement 1.2 liters, 2WD Engine displacement 1.2 liters, 2WD
40 40 1.2 liter, 2WD, CVT 2.0 liters, 2WD, CVT
Note Serena

20 20 ■ Production & logistics　■ Fuel & electricity production　■ Usage　■ Maintenance　■ ELV
Production in Japan, 100,000 km driven in Japan (basis for comparison).
0 Previous model: Current model: 0 Previous model: Current model:
Engine displacement Engine displacement Engine displacement Engine displacement
1.6 liters, 2WD, 5MT 1.0 liter, 2WD, 6MT 2.5 liters, 2WD, CVT 1.5 liter, 2WD, CVT
Juke＊1 Rogue (X-Trail)＊2
■ Production & logistics　■ Fuel & electricity production　■ Usage　■ Maintenance　■ ELV
＊1
Production in EU, 150,000 km driven in EU (basis for comparison).
＊2
Production in United States, 120,000 miles driven in United States (basis for comparison).

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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%

Lifecycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.)

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
Production in Japan, 100,000 km driven in Japan.
(basis for comparison).

0 Same class Nissan LEAF:

gasoline-powered vehicle: 2WD, drive battery
Engine displacement capacity 40 kWh
1.8 liters, 2WD, CVT
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 compared to
conventional gasoline engine significantly more environmentally friendly,
achieving 11% and 27% emission reductions for all targeted chemical
substances and achieving environmental benefits throughout its lifecycle.

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GRI305-2 GRI305-7 GRI306-1 GRI306-2

Output
Material Balance （FY）

Unit 2019 2020

Input （FY）
Vehicles produced

Unit 2019 2020  Global production volume k unit 4,757 3,634

Raw materials ton 5,818,699 4,665,300  CO2 emissions t-CO2 2,879,864* 2,542,442
Energy MWh 8,313,893* 7,655,514  Water discharge 1,000m³ 15,391* 13,624
 Renewable energy MWh 166,893* 246,998 Emissions
Water withdrawal 1,000m³ 23,656* 21,159  NOx ton 380 364
* Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019  SOx ton 14 10
data in Sustainability Report 2020. FY 2019 data has been updated for Sustainability Report
2021.  VOC ton 6,465 4,742
Waste
 For recycling ton 193,105* 146,621
 For final disposal ton 6,365* 6,539

* Manufacturing base and office closures due to COVID-19 prevented the finalizing of FY2019
data in Sustainability Report 2020. FY2019 data has been updated for Sustainability Report
2021.

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Environmental Conservation Cost

（FY）

2019 2020
Unit Investment Cost Investment Cost
Total mil ¥ 2,538 183,578 1,822 151,675
Business area mil ¥ 15 1,790 15 1,601
Upstream/
downstream mil ¥ 0 639 0 517

Management mil ¥ 0 8,973 0 12,131

R&D mil ¥ 2,523 172,011 1,807 137,296
Social activities mil ¥ 0 146 0 92
Damage repairs mil ¥ 0 19 0 39
（FY）

Unit 2019 2020

Total mil ¥ 6,207 5,466
 Cost reduction mil ¥ 540 408
 Profit mil ¥ 5,667 5,058
* All environmental costs are based on the guidelines provided by Japan s Ministry of the
Environment, and calculated for activities in Japan only.

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Social Data
GRI102-7 GRI102-8 GRI102-22 GRI102-41 GRI102-49 GRI401-1 GRI402-1 GRI405-1

GRI405-2
Taken paid holiday ratio (%) 97 99 89
Employee Data （FY） Average overtime hours/month 23.9 24.16 18.75
Number of unionized employees*4 25,789 26,316 26,503
2018 2019 2020
Number of female managers 320 325 334
Nissan Motor Co., Ltd. * Manufacturing base and office closures due to
COVID-19 prevented the finalizing of FY2019
22,791 22,717 22,827 data in Sustainability Report 2020. FY 2019 Ratio (%) 10.4 10.1 10.4
Number of employees Male 20,269 20,100 20,199 data has been updated for Sustainability
Report 2021.
Female 2,522 2,617 2,628
- Female general and higher-level 79 80 92
41.8 41.4 41.6 managers Ratio (%) 7.6 7.4 8.6
Average age (years) Male 42.0 41.8 42.0
Number of female corporate 2 2 2
Female 38.2 38.3 38.5 officers Ratio (%) 4.1 4.1 3.9
18.4 17.7 16.9
1 2 2
Average length of service (years) Male 18.9 18.1 17.4 Number of female board members
Ratio (%) 12.5 16.7 16.7
Female 14.3 13.9 13.4
0 0 0
6.2 6.6 4.6 - Female board members (internal)
Ratio (%) - - -
Employee turnover rate (%)*1 Voluntary
2.0 3.1 2.4 - Female board members 1 2 2
leave
(external) Ratio (%) 33.3 28.6 28.6
Average annual salary (yen)*2 8,154,953 8,102,672 7,965,467
0 1 1
Disabled employment ratio (%) 2.30 2.22 2.33
Number of female auditors
378 379 413 Ratio (%) - 20 20
Number of employees taking
Male 38 44 96
parental leave 1,758 1,479 828
Female 340 335 317
Number of new hires Male 1,479 1,296 715
Male employee parental leave
6 7 24 Female 279 183 113
acquisition rate (%)*3
97.3 95.6 98.3 *1 Employee turnover rate includes retirement.
Ratio of returnees from parental *2 Average annual salary for employees includes bonuses and overtime pay.
Male 100 97.2 100
leave (%) *3 Ratio of male employees taking parental leave:
Female 96.7 95.2 96.6
(Numerator) Number of male employees who take parental leave at least 1 day in the year.
6 7 17
Number of employees taking (Denominator) Number of male employees whose spouses give birth in the year.
Male 4 3 13 *4 Number of unionized employees includes full-time employees, Senior Partners (reemployment
nursing care leave
Female 2 4 4 after retiring) and contract employees. Number of unionized employees includes those of
Days of paid holiday taken 19.0 19.5 17.5 Nissan Motor Kyushu.

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GRI102-7 GRI405-1

Consolidated Basis （FY） Diversity and Inclusion

2018 2019 2020
Consolidated
Ratio of Women in Management Positions
Consolidated number of 138,893 136,134 131,461
employees* (19,240) (22,761) (16,092)

Japan 58,966 58,134 58,577 14.7

North America 36,594 36,148 35,120
Europe 16,119 14,824 13,891 10.4
（8.6% general manager or higher）
Asia 20,872 21,023 18,745
Other countries 6,342 6,005 5,128

* Numbers in brackets represent part-time employees not included in the consolidated number of （Year）

employees. （Global）
Nissan （Japan）
Nissan

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, 503 including those of Nissan Motor Kyushu as of March
31, 2021. 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.

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Nissan s Awards for Diversity *

Year Award Sponsor
PRIDE Index: Gold Award
2020 work with Pride
(4th consecutive year)
Great Place to Work® Great Place to Work® Institute
2020
(2nd consecutive year)*1 (Canada)

2020 Best LGBT Places to Work 2021*2 Human Rights Campaign (Mexico)

Perfect Score (100) in Corporate Equality

2017 Human Rights Campaign（U.S.）
Index (5th consecutive year)*3
Kanagawa Labor Bureau, Ministry of
2017 Level-three Eruboshi accreditation
Health, Labour and Welfare (MHLW)
Ministry of Economy, Trade and
2017 Nadeshiko Brand (5th consecutive year) Industry(METI) and Tokyo Stock
Exchange(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 Awarded to NCI.
*2 Awarded to NR Finance Mexico.
*3, *4 Awarded to NNA.

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Traffic Safety automatic accident emergency call devices. To receive the highest score of
five stars, high scores must be achieved in each criteria (automatic accident
Fatalities per 10,000 Nissan Vehicles emergency call devices is, fitment requirement). In the overall ratings, the Nissan
Fatalities per 10,000 Nissan Fatalities per 10,000 Nissan Fatalities per 10,000 Nissan
DAYZ was the only kei minicar to receive five stars, a testament to its overall
Japan U.S. U.K.
Vehicles Vehicles Vehicles high safety. Furthermore, a certification system for advanced safety technology
was launched by the Ministry of Land, Infrastructure, Transport and Tourism in
fiscal 2018. In fiscal 2020, the scope of cars and devices subject to this system
was expanded and 9 models and 25 types equipped with intelligent emergency
braking and pedal misapplication prevention devices (Nissan DAYZ, Nissan
ROOX, Note, Serena, Nissan LEAF, March, Clipper series) were approved.
Virtually Virtually Virtually
zero zero zero
Major External Safety Ratings (Based on 2020 Assessments)
Source: Institute for Traffic Accident Source: Fatality Analysis Reporting System Source: STATS19 data, U.K.
Research and Data Analysis Department for Transport
Regions External Assessments Models Rating

Key Achievements for Nissan Safety Technology Japan

JNCAP*1 Nissan DAYZ 5★
Car Safety Performance 2020 Nissan Kicks 4★
In January 2015, we expanded Intelligent Emergency Braking to more
Nissan LEAF, Nissan LEAF
5★
models. By the end of fiscal 2015, the technology was available on nearly Plus,Murano, Altima, Maxima,
Overall Rating (2021 model year)
Sentra,Versa, Rogue Sport
all vehicle categories sold in Japan, including electric vehicles and commercial NCAP*2
INFINITI QX80,
vehicles, and standard on all major models. In North America, it is now available U.S. 4★
Frontier (Crew Cab), TITAN (Crew
Overall Rating (2021 model year)
on nearly all models and standard on several models including the Pathfinder, Cab), Rogue, Nissan Kicks

Altima and Rogue. In Europe, it is available on the Juke, X-Trail, Qashqai, Micra Maxima, Altima, Rogue, Murano 2021 Top Safety Pick+
IIHS*3
Sentra 2021 Top Safety Pick
and other key models.
China C-NCAP Altima(Chinese name Teana) 5★
Our vehicles have earned high safety ratings on many public and
governmental tests held in various regions. In particular in Japan, from fiscal *1 JNCAP: The Japan New Car Assessment Program. An automobile assessment program run
2020 JNCAP*1 has introduced a comprehensive assessment in its "Car by the Ministry of Land, Infrastructure, Transport and Tourism and the National Agency for
Automotive Safety and Victims Aid (NASVA).
Safety Performance 2020" evaluations encompassing the three criteria of *2 NCAP: The U.S. National Highway Traffic Safety Administration s New Car Assessment
Program.
collision performance ratings, preventative safety performance ratings, and
*3 IIHS: The U.S. Insurance Institute for Highway Safety.

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GRI404-1

Product Safety and Quality Human Resource Development

Recalls Training Program Achievements at Nissan Motor Co., Ltd. （FY）

Recalls in FY 2020*1 Performance Indicators for

2018 2019 2020
Training Programs
Recalled Vehicles
Country/Region Number of Recalls
(1,000 units) Number of learners 241,674 263,240 330,784
Japan 14 277
Total hours of training 482,103 590,696 549,490
North America 21 3,270
Hours per learner 21.5 26.0 24.3
Europe 11 352
Learner satisfaction (out of 5) over 4.2 over 4.2 Over 4.2
Other 21 93
Investment per employee (¥) 86,000 90,000 83,000
Global 49*2 3,993

*1 Since they are source from internal data, these figures may differ from data published by GRI201-1 GRI203-2
government authorities.
*2 The total number of recalls is calculated by counting each recall measure as one case; Contributing to Local Communities
therefore, the aggregate number of recalls by country/region does not sum to the global total.
Social Contribution Achievements in FY2020
Global social contributions (FY2020): ¥1.99 billion
Social contributions include:

・Expenses for implementing philanthropic activities (excluding labor costs)

・Monetary donations and NPO membership fees for philanthropic purposes
・Cash equivalents of in-kind donations
・Sponsorship fees for philanthropic initiatives

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Breakdown of FY2020 Global Social Contributions

Philanthropic Monetary In-kind Sponsorships,
activities donations etc. Total
donations (cash equivalent)
Amount 821 726 213 232 1,992
(¥ million)

% of total 41.2 36.5 10.7 11.6 100

Disaster Contribution in FY2020

• ￥5 million donation from Nissan Motor Co.,

Ltd. to Japan Platform
• ￥3 million donation from Nissan Motor
Kyushu to Japan Platform
Torrential rains in July ・Donation from Nissan Motor Kyushu to
2020 (Japan)
Council for Kurume-shi Social Welfare of
Donations for
disaster relief the equivalent of 4,000 masks, 240 bottles
of oral rehydration solution, and 20kg of salt
candies

Typhoon relief for the • Nissan Philippines (NPI) donated relief

Bicol and Cagayan goods worth PHP500,000 for 800 families
states (Philippines) delivered by the Armed Forces

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GRI102-22 GRI405-1

Governance Data Status of Attendance at Meetings of the Board of

Directors and Committees in FY 2020 (April 2020
Overview of Corporate Governance (as of March 31, 2021) through March 2021)
Number of times Board of Directors 13
Organization form Company with three statutory committees meetings were convened
Board of Directors
Chairperson of the Board of Directors Independent outside director Average attendance ratio per meeting 100%
Number of times Nomination Committee 9
Number of directors 12 Nomination meetings were convened
Committee
Number of independent outside directors 7 Average attendance ratio per meeting 100%
Number of times Compensation Committee 14
Number of female directors 2 Compensation meetings were convened
Committee Committee
Chairperson of the Nomination Committee Independent outside director Average attendance ratio per meeting 100%
Number of times Audit Committee meetings 13
Number of directors 6 Audit were convened
Committee
Number of independent outside directors 5 Average attendance ratio per meeting 100%

Number of female directors 1

Skill Matrix of Directors GRI102-27
Chairperson of the Compensation Committee Independent outside director
Composition of Directors
Number of directors 4
The role of Nissan s Board of Directors is to decide the fundamental policies
Number of independent outside directors 4
for corporate management from a wide range of perspectives and supervise
Number of female directors 2 business execution by executive officers and others.
Chairperson of the Audit Committee Independent outside director
The Directors that comprise the Board of Directors are diverse in terms of
nationality and gender. In addition, each individual offers differing expertise
Number of directors 5
and aims as a whole to achieve active discussion and swift decision-making.
Number of independent outside directors 4 Additionally, the majority of Board members are independent outside
Number of female directors 1
directors, as is the Chairman of the Board, creating an environment driven by
outside directors. Since February 2020, the Board of Directors has consisted
*Click here for more information on Corporate Governance.
of 12 directors, seven of whom are outside directors.
https://www.nissan-global.com/EN/IR/LIBRARY/GOVERNANCE/

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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/

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EDITORIAL POLICY
GRI102-46

Sustainability Report 2021 Editorial Policy Scope of the Report GRI102-45 GRI102-50

Nissan publishes an annual Sustainability Report as a way of sharing Period Covered: The report covers fiscal 2020 (April 2020 to March
information on its sustainability-related activities with stakeholders. This 2021); content that describes efforts outside this period is indicated in the
year s report introduces Nissan s sustainability strategy and management respective sections.
based on Nissan Sustainability 2022, the sustainability strategy adopted Organization: Nissan Motor Co., Ltd., subsidiaries and affiliated companies in
in June 2018, and reviews the results achieved in fiscal 2020 in terms of the Nissan Group.
three aspects (important sustainability topics): Environmental, Social and
Governance, or E, S and G for short.
Report themes (important sustainability topics) are selected on the basis
Referenced Reporting Guidelines GRI102-54
of potential impact on our business activities and level of interest from
stakeholders. Potential impact on our business activities is evaluated This report has been prepared in accordance with the GRI Standards: Core
with reference to previously recognized issues as well as CSR guidelines option. We provide specific GRI indicators within the report as well as a GRI
and trends and global current events inside and outside the automobile content index.
industry. Stakeholder interest is evaluated based on interviews conducted
as necessary with both internal and external stakeholders and analyses
provided by external consultants.
Date of Previous Report GRI102-51

Sustainability Report 2020, issued September 30, 2020.

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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: NISSAN_SR@mail.nissan.co.jp
Third-Party Assurance GRI102-56

For more information on the third-party assurance.

>>> P102

Sustainability Report 2021

Publication Date: July 30, 2021
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.
If any errors are discovered after publication, Nissan will post corrected
information on its corporate website.

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Our Related Websites IR

https://www.nissan-global.com/EN/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/PRODUCTS/

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/

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TCFD CONTENT INDEX

Governance
Details of Four Thematic Areas Recommended Disclosures Disclosures in Sustainability report

P051  Building a Resilient Climate Change Strategy

Disclose the organization s a) Describe the board s oversight of climate-related risks and opportunities.
P052  Global Environmental Management Framework and Governance System
governance around climate-related
b) Describe management s role in assessing and managing climate-related P051  Building a Resilient Climate Change Strategy
risks and opportunities.
risks and opportunities P052  Global Environmental Management Framework and Governance System

Strategy
Details of Four Thematic Areas Recommended Disclosures Disclosures in Sustainability report

P014  Toward the Realization of Carbon-Neutrality in 2050

P047  Nissan s Understanding of Environmental Issues
a) Describe the climate-related risks and opportunities the organization P047  Nissan s Strategic Approach to Environmental Issues
has identified over the short, medium, and long term. P049  Scenario Analysis to Strategies for 2050 Society
Disclose the actual and potential
P051  Building a Resilient Climate Change Strategy
impacts of climate-related risks and
P057  Strategy For Addressing Climate Change
opportunities on the organization s
P049  Scenario Analysis to Strategies for 2050 Society
businesses, strategy, and financial
b) Describe the impact of climate-related risks and opportunities on the P051  Building a Resilient Climate Change Strategy
planning where such information is
organization s businesses, strategy, and financial planning. P059  Product Initiatives
material.
P072  Corporate Activity Initiative

c) Describe the resilience of the organization s strategy, taking into

P049  Scenario Analysis to Strategies for 2050 Society
consideration different climate-related scenarios, including a 2 °
C or
P051  Building a Resilient Climate Change Strategy
lower scenario.

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Strategy
Details of Four Thematic Areas Recommended Disclosures Disclosures in Sustainability report

P047  Nissan s Strategic Approach to Environmental Issues

a) Describe the organization s processes for identifying and assessing P049  Scenario Analysis to Strategies for 2050 Society
climate-related risk P052  Global Environmental Management Framework and Governance System

Disclose how the organization P054  NGP2022 Key Issues and Challenges

identifies, assesses, and manages P047  Nissan s Strategic Approach to Environmental Issues
b) Describe the organization s processes for managing climate-related risks
climate-related risks. P054  NGP2022 Key Issues and Challenges

c) Describe how processes for identifying, assessing, and managing

climate-related risks are integrated into the organization s overall risk P052  Global Environmental Management Framework and Governance System
management.

Metrics and Targets

Details of Four Thematic Areas Recommended Disclosures Disclosures in Sustainability report

P014  Toward the Realization of Carbon-Neutrality in 2050

a) Disclose the metrics used by the organization to assess climate-related
P034  Long-Term Vision And Goals For 2022
risks and opportunities in line with its strategy and risk management
P047  Nissan s Strategic Approach to Environmental Issues
Disclose the metrics and targets process
P054  NGP2022 Key Issues and Challenges
used to assess and manage
b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas P078  Carbon Footprint of Corporate Activities
relevant climate-related risks and
(GHG) emissions, and the related risks. P232  Climate Change (Corporate Activities)
opportunities, where such information
P034  Long-Term Vision And Goals For 2022
is material.
c) Describe the targets used by the organization to manage climate-related P054  NGP2022 Key Issues and Challenges
risks and opportunities and performance against targets. P059  Product Initiatives
P072  Corporate Activity Initiative

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GRI CONTENT INDEX

GRI102-55

General Disclosures 102-11

Precautionary Principle or P014, P026, P033, P049,
GRI Reason for Omission / approach P186
Disclosure Reference
Standard Explanation
P014, P026, P038, P047,
Organizational profile 102-12 External initiatives
P120, P170

102-1 Name of the organization Outline of Company

102-13 Membership of associations P170

Activities, brands, products, Strategy

102-2 P226
and services
Statement from senior
102-14 P002, P009, P025
decision-maker
102-3 Location of headquarters P226
P014, P025, P026, P047,
Key impacts, risks, and
Facilities in Japan 102-15 P049, P051, P115, P163,
opportunities
102-4 Location of operations P201
Facilites Overseas
Ethics and integrity

102-5 Ownership and legal form Outline of Company Values, principles,

P026, P046, P117, P201,
102-16 standards, and norms of
P218
behavior
102-6 Markets served P227
Mechanisms for advice and
102-17 P118, P218
concerns about ethics
102-7 Scale of the organization P226, P227, P250
Governance

Information on employees 102-18 Governance structure P202

102-8 P250
and other workers

102-19 Delegating authority P202

102-9 Supply chain P157, P163

Executive-level
Significant changes to the responsibility for economic,
102-10 organization and its supply Not applicable 102-20 P009, P052
environmental, and social
chain topics

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GRI Reason for Omission / Communicating critical

Disclosure Reference 102-33 P202, P213
Standard Explanation concerns
Consulting stakeholders on
102-21 economic, environmental, P030 102-35 Remuneration policies P202
and social topics

Composition of the highest

Process for determining Corporate Governance
102-22 governance body and its P201, P250, P256 102-36
remuneration Report:P2, P033
committees

Chair of the highest Stakeholders involvement Corporate Governance

102-23 P025, P202 102-37
governance body in remuneration Report:P2,

Nominating and selecting Stakeholder engagement

102-24 the highest governance P202
body
102-40 List of stakeholder groups P030

102-25 Conflicts of interest P212

Collective bargaining
102-41 P250
agreements
Role of highest governance
102-26 body in setting purpose, P033, P201
Identifying and selecting
values, and strategy 102-42 P030
stakeholders
Collective knowledge of
102-27 P033, P256 Approach to stakeholder
highest governance body 102-43 P030
engagement
Evaluating the highest
102-28 governance body s P025, P033, P202 Key topics and concerns
102-44 P030
performance raised

Identifying and managing Reporting practice

P014, P036, P047, P054,
102-29 economic, environmental,
P120, P202, P213 Entities included in the
and social impacts
102-45 consolidated financial P258
Effectiveness of risk statements
102-30 P213
management processes
Defining report content and
102-46 P258
Review of economic, topic Boundaries
102-31 environmental, and social P033, P052, P054
topics
102-47 List of material topics P026, P034, P120

Highest governance
102-32 body s role in sustainability P033 Restatements of
102-48 P259
reporting information

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GRI Reason for Omission / GRI 201：Economic Performance 2016

Disclosure Reference
Standard Explanation
Direct economic value
P074, P097, P100, P231, 201-1 P189, P254
generated and distributed
P232, P233, P234, P240,
102-49 Changes in reporting
P242, P243, P244, P245,
P248, P250 Financial implications
and other risks and
201-2 P014, P049, P051
102-50 Reporting period P258 opportunities due to
climate change
102-51 Date of most recent report P258
Defined benefit plan
Financial Information as of
201-3 obligations and other
102-52 Reporting cycle P259 March 31, 2021 (P100)
retirement plans
Contact point for questions
102-53 P259 GRI 203：Indirect Economic Impacts 2016
regarding the report
Infrastructure investments
Claims of reporting in 203-1 P014, P063, P186
and services supported
102-54 accordance with the GRI P258
Standards
Significant indirect
203-2 P014, P063, P189, P254
102-55 GRI content index P263 economic impacts

GRI 205：Anti-corruption 2016

102-56 External assurance P102, P259
Operations assessed for
205-1 P217
risks related to corruption

Economic Communication and

training about anti-
GRI Reason for Omission / 205-2 P218
Disclosure Reference corruption policies and
Standard Explanation procedures
GRI 103：Management Approach 2016
GRI 207：Tax 2019
P014, P026, P047, P157,
Explanation of the material
103-1 P159, P161, P163, P186,
topic and its Boundary 207-1 Approach to tax P223
P201, P216

P026, P033, P034, P047, Tax governance, control,

The management approach 207-2 P223
103-2 P062, P157, P159, P161, and risk management
and its components
P163, P186, P201

P026, P033, P034, P047, Stakeholder engagement

Evaluation of the 207-3 and management of P223
103-3 P063, P159, P161, P163,
management approach concerns related to tax
P189

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Environmental 302-5
Reductions in energy
requirements of products P063, P064, P072, P228
GRI Reason for Omission / and services
Disclosure Reference
Standard Explanation
GRI 303：Water 2018
GRI 103：Management Approach 2016
Interactions with water as a
P014, P047, P057, P059, 303-1 P100, P244, P248
Explanation of the material shared resource
103-1 P069, P072, P084, P088,
topic and its Boundary
P098 Information unavailable:
Management of water
303-2 P099 We have not collected
discharge-related impacts
the data requested.
P057, P059, P069, P072,
The management approach
103-2 P073, P074, P084, P088,
and its components
P089, P099, P100, P104 303-3 Water withdrawal P244

P063, P074, P086, P090,

Evaluation of the
103-3 P097, P100, P104 303-4 Water discharge P244, P245
management approach

GRI 301：Materials 2016 GRI 304：Biodiversity 2016

Materials used by weight or Operational sites owned,

301-1 P248 leased, managed in, or
volume
adjacent to, protected
304-1 P112
areas and areas of high
Recycled input materials
301-2 P090, P241 biodiversity value outside
used
protected areas

Reclaimed products and Significant impacts of

301-3 P090, P241
their packaging materials 304-2 activities, products, and P112
services on biodiversity
GRI 302：Energy 2016
Habitats protected or
304-3 P112
Energy consumption within restored
302-1 P074, P233, P234, P248
the organization
IUCN Red List species
Energy consumption and national conservation
302-2 P074 304-4 list species with habitats P112
outside of the organization
in areas affected by
operations
302-3 Energy intensity P233, P234
GRI 305：Emissions 2016

Reduction of energy Direct (Scope 1) GHG

302-4 P074, P233, P234 305-1 P074, P232, P248
consumption emissions

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GRI Reason for Omission / GRI 307：Environmental Compliance 2016

Disclosure Reference
Standard Explanation
Non-compliance with
Energy indirect (Scope 2) 307-1 environmental laws and P105
305-2 P074, P232, P248
GHG emissions regulations

Other indirect (Scope 3) GRI 308：Supplier Environmental Assessment 2016

305-3 P237
GHG emissions
New suppliers that
308-1 were screened using P110, P157, P161
305-4 GHG emissions intensity P074, P232 environmental criteria

Negative environmental
Reduction of GHG
305-5 P074, P086, P232 308-2 impacts in the supply chain P110
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 /
Disclosure Reference
sulfur oxides (SOx), P086, P090, P239, P248 Standard Explanation
305-7
and other significant air  GRI 103：Management Approach 2016
emissions

GRI 306：Effluents and Waste 2016 P115, P117, P122, P124,

Explanation of the material
103-1 P136, P147, P148, P165,
topic and its Boundary
Water discharge by quality P170, P172, P178, P186
306-1 P100, P245, P248
and destination
P115, P118, P120, P124,
Waste by type and disposal The management approach P136, P147, P148, P165,
306-2 P097, P242, P248 103-2
method and its components P170, P173, P179, P186,
P187

306-3 Significant spills P105

P118, P120, P126, P138,
Evaluation of the
103-3 P143, P145, P148, P165,
management approach
P169, P173, P179, P189
Transport of hazardous
306-4 P239
waste
GRI 401：Employment 2016

Water bodies affected by Information unavailable:

New employee hires and
306-5 water discharges and/or We have not collected 401-1 P250
employee turnover
runoff the data requested.

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GRI Reason for Omission / GRI 404：Training and Education 2016

Disclosure Reference
Standard Explanation
Average hours of training
GRI 402：Labor/Management Relations 2016 404-1 P169, P254
per year per employee
Minimum notice periods
402-1 regarding operational P250 Programs for upgrading
changes employee skills and
404-2 P165
transition assistance
GRI 403：Occupational Health and Safety 2018 programs

Occupational health and Percentage of employees

403-1 P179
safety management system receiving regular
404-3 P165
performance and career
As we are currently development reviews
transitioning to a more
Hazard identification, risk comprehensive approach GRI 405：Diversity and Equal Opportunity 2016
403-2 assessment, and incident P179, P180 to frequency rate
investigation aggregation, this report
contains only Japan s Diversity of governance P126, P201, P250, P251,
405-1
domestic rates. bodies and employees P256

Occupational health
403-3 P179, P180 Ratio of basic salary and
services
405-2 remuneration of women to P250
men
Worker participation,
consultation, and
GRI 406：Non-discrimination 2016
403-4 communication on P178, P179
occupational health and
safety Incidents of discrimination P118, P120, P122, P159, No report applicable to
406-1
and corrective actions taken P170 2020
Worker training on
GRI 407：Freedom of Association and Collective Bargaining 2016
403-5 occupational health and P180
safety
Operations and suppliers in
which the right to freedom  No report applicable to
407-1 P118, P120, P159
403-6 Promotion of worker health P179, P180 of association and collective 2020
bargaining may be at risk
Prevention and mitigation
GRI 408：Child Labor 2016
of occupational health
403-7 and safety impacts P180
Operations and suppliers at
directly linked by business No report applicable to
408-1 significant risk for incidents P118, P120, P159
relationships 2020
of child labor

403-9 Work-related injuries P180

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GRI Reason for Omission / GRI 416：Customer Health and Safety 2016
Disclosure Reference
Standard Explanation
Assessment of the health
GRI 409：Forced or Compulsory Labor 2016
and safety impacts of
416-1 P138, P143, P145, P148
product and service
Operations and suppliers at
categories
significant risk for incidents No report applicable to
409-1 P118, P120, P159
of forced or compulsory 2020
GRI 417：Marketing and Labeling 2016
labor

GRI 411：Rights of Indigenous Peoples 2016 Requirements for product

417-1 and service information and P138
Incidents of violations labeling
No report applicable to
411-1 involving rights of P118, P120, P159
2020
indigenous peoples GRI 418：Customer Privacy 2016

GRI 412：Human Rights Assessment 2016 Substantiated complaints

concerning breaches of
418-1 P213
Operations that have customer privacy and losses
been subject to human of customer data
412-1 P118, P120
rights reviews or impact
assessments GRI 419：Socioeconomic Compliance 2016

Employee training on Non-compliance with laws

412-2 human rights policies or P120 419-1 and regulations in the social  P216, P218, P221, P223
procedures and economic area

GRI 413：Local Communities 2016

Operations with local

Information unavailable:
community engagement,
413-1 We have not collected
impact assessments,
the data requested.
and development programs

Operations with significant

Information unavailable:
actual and potential
413-2 We have not collected
negative impacts on local
the data requested.
communities

GRI 414：Supplier Social Assessment 2016

New suppliers that were

414-1 screened using social P157, P161, P163
criteria

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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

Toward the Realization of Carbon-Neutrality in 2050 P014

Carbon-Neutrality •Scenario Analysis to Strategies for 2050 •Building a Resilient Climate Change
ー
Society P049 Strategy P051

•Climate Change (Product Initiatives): Achievements P063

•Climate Change (Product Initiatives): •Climate Change (Product Initiatives):
•Climate Change (Product Initiatives): Nissan s technologies of electrification
GHG / Products Policies and Philosophy for Product Managing actions through Products
realizing Carbon Neutrality P064
Initiatives P059 P062
•ESG Data (Environmental Data): Climate Change (Products) P228

•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 P232

•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 P232

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Contents CEO Message CSO Message Sustainability at Nissan The Alliance
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Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
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Key
Topics Policies and Philosophy Management Initiative
Areas

•Climate Change (Product Initiatives): Achievements P063

Environmental

•Climate Change (Product Initiatives): Nissan s technologies of electrification

•Climate Change (Product Initiatives): •Climate Change (Product Initiatives):
realizing Carbon Neutrality P064
Policies and Philosophy for Product Managing actions through Products
•Climate Change (Product Initiatives):Initiatives for Partnerships with Society
Initiatives P059 P062
Environmental P069
•Strengthening Our Business Foundations •Strengthening Our Business Foundations
Responsibility in Product •Strengthening Our Business Foundations to Address Environmental Issues:
to Address Environmental Issues: to Address Environmental Issues:
Lifecycle Assessment to Reduce Environmental Impact P107
Lifecycle Assessment to Reduce Lifecycle Assessment to Reduce
•ESG Data (Environmental Data): Climate Change (Products) P228
Environmental Impact P107 Environmental Impact P107
•ESG Data (Environmental Data): Strengthening Our Business Foundations
to Address Environmental Issues P246

•Climate Change (Product Initiatives): Achievements P063

•Climate Change (Product Initiatives): •Climate Change (Product Initiatives):
•Climate Change (Product Initiatives): Nissan s technologies of electrification
Clean Tech Policies and Philosophy for Product Managing actions through Products
realizing Carbon Neutrality P064
Initiatives P059 P062
•ESG Data (Environmental Data): Climate Change (Products) P228

•Resource Dependency: Resource

•Resource Dependency: Resource
Dependency Policies and Philosophy •Resource Dependency: Achievements P090
Dependency Management P089
Effective Utilization of P088 •Strengthening Our Business Foundations to Address Environmental Issues:
•Strengthening Our Business Foundations
Resources •Strengthening Our Business Foundations Stakeholder Engagement P110
to Address Environmental Issues:
to Address Environmental Issues: •ESG Data (Environmental Data): Resource Dependency (Reuse) P241
Stakeholder Engagement P110
Stakeholder Engagement P110

•Air Quality: Air Quality Policies and •Air Quality: Achievements P086
Pollution ー
Philosophy P084 •ESG Data (Environmental Data): Air Quality P239

•Resource Dependency: Resource •Resource Dependency: Achievements in Waste Reduction P097

•Resource Dependency: Resource
Waste Materials Dependency Policies and Philosophy •ESG Data (Environmental Data): Resource Dependency (Facility Waste)
Dependency Management P089
P088 P242

•Water Scarcity: Water Resource Achievements P100

•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 P098 Management P099
Management) P244

•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) P112

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Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
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Key
Topics Policies and Philosophy Management Initiative
Areas

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

Social

Human Rights •Human Rights: Human Rights Achievements P120

and Philosophy P117 Management P118

•Diversity and Inclusion: Diversity and •Diversity and Inclusion: Diversity and •Diversity and Inclusion: Diversity and Inclusion Achievements P126
Diversity
Inclusion Policies and Philosophy P122 Inclusion Management P124 •ESG Data (Social Data): Diversity and Inclusion P251

•Traffic Safety: Achievements Vehicles: Developing Safety Technologies

•Traffic Safety: Policies and Philosophy
Traffic Safety •Traffic Safety Management P136 P138
P136
•Traffic Safety: Key Achievements for Nissan Safety Technology P253

•Product Safety and Quality: Achievements Reflecting Customer Feedback

•Product Safety and Quality: Product
Product Safety and •Product Safety and Quality: Product in Activities to Enhance Quality P148
Safety and Quality Policies and
Quality Safety and Quality Management P148 •Product Safety and Quality: Achievements Improving Product Quality P150
Philosophy P147
•Sales and Service Quality Improvement P155

•Supply Chain Management: Supply Chain

Strategy P157
Supply Chain •Supply Chain Management: Supply Chain
•Supply Chain Management: Supply Chain •Supply Chain Management: Supply Chain Management P161
Management Management P161
Management Policies and Philosophy
P159

Responsible Minerals •Supply Chain Management：Minerals •Supply Chain Management：Responsible •Supply Chain Management：Responsible Minerals Sourcing Management
Sourcing Sourcing Policy P163 Minerals Sourcing Management P163 P163

•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 P171
Respecting the Rights of Workers P170 the Rights of Workers P170 •ESG Data (Social Data): Employee Data P250

•Human Resource Development: Human •Human Resource Development: Human •Human Resource Development: Human Resource Development
Human Resources Resource Development Policies and Resource Development Management Achievements P169
Philosophy P165 P165 •ESG Data (Social Data): Human Resource Development P254

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 Carbon Neutrality/ Chair of the Board of Nissan's Contribution
Contents CEO Message CSO Message Sustainability at Nissan The Alliance
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Environmental Social Governance ESG Data Editorial Policy TCFD Content Index GRI Content Index
Investors

Key
Topics Policies and Philosophy Management Initiative
Areas

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

Social

•Human Rights: Human Rights Achievements P120

and Philosophy P117 Management P118
•Diversity and Inclusion: Diversity and Inclusion Achievements P126
•Diversity and Inclusion: Diversity and •Diversity and Inclusion: Diversity and
Non-discrimination and •Labor Practices (Respecting the Rights of Workers): Achievements in
Inclusion Policies and Philosophy P122 Inclusion Management P124
Equal Opportunity Respecting the Rights of Workers P171
•Labor Practices (Respecting the Rights •Labor Practices (Respecting the Rights
•ESG Data (Social Data): Employee Data P250
of Workers): Policies and Philosophy on of Workers): Management That Respects
•ESG Data (Social Data): Diversity and Inclusion P251
Respecting the Rights of Workers P170 the Rights of Workers P170

•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 of Dialogue
Employees P173
Dialogue with Employees P172 with Employees P173

•Employees Health and Safety: •Employees Health and Safety:

Employees Health and •Employees Health and Safety: Employees Health and Safety Achievements
Employees Health and Safety Policies Employees Health and Safety
Safety P180
and Philosophy P178 Management P179

•Our response to COVID-19 outbreak

P023 •Our response to COVID-19 outbreak P023
•Community Engagement: Community
Community Engagement •Community Engagement: Community •Contributing to Local Communities: Achievements P189
Engagement Management P187
Engagement Policies and Philosophy •ESG Data (Social Data): Contributing to Local Communities P254
P186

•Governance Policies and Philosophy •Corporate Governance: Corporate

Governance

Corporate Governance •ESG Data (Governance Data) P256

P201 Governance System in Detail P202

Risk Management •Risk Management P213

Anti-Corruption •Compliance: Anti-Bribery P217

Observance of Business
•Compliance: Business Ethics P218
Ethics

Nissan s Commitment to
•Compliance：Nissan s Commitment to Tax Transparency P223
Tax Transparency

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