Nissan 2009 Annual Report Download - page 11

All this activity does not suggest that we have
abandoned other environmentally friendly technologies.
We are still developing hybrids and fuel-cell vehicles,
and we are working continuously on clean diesel
technology. We are also introducing a flex-fuel vehicle
to the South American market this year.
Supporting the sustainability of the automotive
industry is an urgent priority. In the coming decades, the
oil supply could be greatly diminished. For the near term,
there are concerns as well. Oil prices will undoubtedly
rise again after the economic crisis ends. And countries
are setting tougher regulatory requirements on fuel
consumption.
One product that will contribute to sustainable
mobility is our new global entry car, an affordable,
fuel-efficient product for the world’s consumers, who
are growing more price-conscious and fuel-conscious
than ever. The small-car market is expanding in China,
India, Russia, Mexico and South America, and we want
to be a major part of its growth. Our first model
launches this fiscal year in Thailand at the beginning of
2010. We will start production there for local sales and
exports to other countries, including Japan. We also
have plans for production in India and China.
We want customers to understand that our global
entry car is in a much different category from other
low-cost cars. Like our other small vehicles, this car
will possess Nissan’s standard qualities: superior
performance, safety, driving pleasure, fuel consumption,
creature comforts and style.
In the past, the automotive industry was largely
dependent on profits coming from mature markets,
such as the United States, Japan and Europe. But I
don’t believe we can expect significant growth in the
mature markets anymore. We need the emerging
markets like China, Russia, India, Brazil, the Middle
East and elsewhere. If we stop investing in these
newer markets, we cannot expect to keep growing.
I want to stress that we are taking prompt actions
to regain momentum and turn this current crisis into
an opportunity. We must be careful to avoid focusing
too much on short-term issues. We need to ensure
that we will have the capacity and talented people we
need when the company pulls through the crisis. We
are investing in our people, our brands and our product
technology to ensure Nissan’s long-term vitality. We
are confident about Nissan’s future.
Toshiyuki Shiga
Chief Operating Officer
Nissan Annual Report 2009 09
Managing Through the Global Crisis Performance Corporate Data