Nissan 2011 Annual Report Download - page 8

The Global Disaster Control Headquarters gave guidance not only in Japan, but also to our
operations in other regions around the world to promote necessary actions. Management power
backed by speedy decision-making and the power of the gemba—the actual sites where we
accomplish our jobs—were supported by all the individuals who fulfilled their duties. Their contributions
came together at a global level and drove the recovery efforts.
Many challenges still lie ahead. Some parts suppliers have yet to restore their operations. Our supply
chain requires rehabilitation. This experience has instructed us in the necessity of an actionable BCP
(business continuity plan) that encompasses all our suppliers, including those in the second and third
tiers. Development of a more robust supply chain and comprehensive risk management are imperative
in making our business more sustainable.
True Monozukuri Excellence
The recent tragedy did more than confront us with challenges. It also let us rediscover Japanese
strength. Through the impressive dedication of the people involved in the auto industry, I recognized the
monozukuri power of Japan—the power of its craftsmanship. Every person focused single-mindedly on
his or her responsibilities. This focus and organizational strength are at the heart of Japanese
monozukuri.
Nissan’s recovery is proving to be faster and stronger than initially expected. Despite a tough
business climate in the fourth quarter of fiscal 2010, characterized by an exchange rate of ¥82.3 to the
dollar and climbing raw material prices in addition to the earthquake’s impact, our consolidated
operating profit stood at ¥537.5 billion, a 72.5% increase year-on-year, and our operating margin grew
to 6.1% for the full year. This is a true demonstration of Nissan’s monozukuri power and the solidarity
of its people.
Our restoration efforts are the very embodiment of the Nissan Way, “The power comes from inside.”
Swift initial action coupled with all-out efforts by each employee deserves commendation. Initiatives led
by the Recovery Committee, which capitalized on its experience in mitigating the impact on our global
business of the global financial and economic crisis from 2008 on, also served as a strong driver.
Further Leaps Forward
Nissan’s main challenges in fiscal 2011 are the speedy restarting of full production and the pursuit of
further growth. Total global industry volume is projected to reach 76 million units, an increase of 4.7%
from fiscal 2010. Based on this assumption, we expect our global sales volume to reach 4.6 million
units, a 9.9% year-on-year climb, and our global market share to climb to 6.1%.
Fiscal 2011 is the first year of our new mid-term plan, Nissan Power 88. We are coping with the
aftermath of the earthquake with an effective crisis response. Our management power and gemba
power manifested in face of the recent crisis are certain to drive the company forward toward growth at
an accelerated pace. You can expect Nissan to continue to grow.
Message from the COO
Toshiyuki Shiga
Chief Operating Officer
Mid-term Plan
Performance Corporate Data Corporate Governance
07
NISSAN Annual Report 2011