SUSTAINABILITY REPORT 2022

NISSAN MOTOR CORPORATION

Contents

Corporate direction

Environmental

SocialGovernance

Data / Index

CONTENTS
Corporate direction

SocialData / Index

Nissan Ambition 2030 ……………………… 002
CEO Message ………………………………… 003
CSO Message ………………………………… 006
Chair of the Board of Directors Message … 009
The Alliance …………………………………… 010
Sustainability at Nissan ……………………… 012

Social Policies and Philosophy …………… 095
Human Rights ………………………………… 096
Traffic Safety …………………………………… 102
Diversity and Inclusion ……………………… 108
Product Safety and Quality ………………… 124
Supply Chain Management ………………… 133
Human Resource Development …………… 140
Labor Practices ………………………………… 145
Employees' Health and Safety ……………… 151
Community Engagement …………………… 160

ESG Data
Corporate Overview ……………………… 193
Environmental Data ………………………… 195
Social Data …………………………………… 217
Governance Data …………………………… 223

Environmental
Environmental Policies and Philosophy … 025
Climate Change ……………………………… 034
Air Quality ……………………………………… 063
Resource Dependency ……………………… 067
Water Scarcity ………………………………… 078
Third-Party Assurance ……………………… 083
Strengthening Our Business Foundations toAddress Environmental Issues ……………… 085

Governance

Editorial Policy ………………………………… 224
TCFD Content Index ………………………… 226
SASB Content Index ………………………… 228
GRI Content Index …………………………… 229
Quick Guide For Investors ………………… 236

Governance Policies and Philosophy …… 165
Corporate Governance ……………………… 166
Risk Management ……………………………… 179
Compliance …………………………………… 182

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SUSTAINABILITY REPORT 2022

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Nissan Ambition 2030

CEO Message

Environmental
CSO Message

Nissan Ambition 2030
Nissan has always challenged the status quo, whether as the pioneer of electric vehicles or
revolutionary autonomous driving technology. It is this spirit of innovation and daring to dowhat others don t, that embodies Nissan s DNA.
This spirit is also prevalent in Nissan Ambition 2030, a long-term vision that wasannounced in November 2021 to empower mobility and beyond through electrification andvehicle intelligence technologies. Nissan is maximizing its value of empowering journeys
and society by delivering technologies and products of true value, reflecting its corporate
purpose of Driving innovation to enrich people s lives.
This vision will support our goal to contribute to a cleaner, safer, and more inclusive world.
For Nissan, it will be a world in which we bring to market appealing zero-emission vehicles,
where we serve customers with increasingly automated and connected cars, where weunite our employees in a trusted vision of what we can achieve, and where we work with
our Alliance partners to generate long-term value for all stakeholders.
Nissan s corporate purpose therefore has never been clearer or more relevant than it
is today, particularly against the backdrop of climate change and growing awareness ofthe benefits of sustainability. Nissan s sustainability agenda rests within Ambition 2030,
supported by numerous innovative efforts to achieve the aim of carbon neutrality acrossthe life cycle of our products by fiscal 2050.
By putting electrification at the core of Ambition 2030, Nissan aims to accelerate
electrified mobility with diverse choices and experiences. The company will roll out newelectrified models and speed up the pace of technological innovations. By fiscal 2030,
the company is aiming for an electrification mix of more than 50% worldwide across the
Nissan and INFINITI brands.

SocialGovernance

Chair of the Board of
Directors Message

Data / Index

The Alliance

Sustainability at Nissan

Digital technology and artificial intelligence, meanwhile, are changing the way cars andtransportation services are provided. Mobility is shifting from a personal commodity to asocial instrument shaping our cities and landscape. And increasingly, we are seeing the riseof environmentally and socially conscious customers who are, at the same time, demanding
greater flexibility, personalization, and excitement in mobility.
As Nissan continues to increase its pace of innovation in mobility, the company will seek tohire more employees in advanced research and development globally while continuing to
upskill our current workforce. Our employees are at the core of Nissan s corporate purpose
and play an integral role in driving innovation.
Nissan is also embedding sustainability throughout every aspect of the business to deliver
the mobility solutions and organizational practices needed to realize a cleaner, safer, andmore inclusive world. This is reflected in Nissan s approach to pursuing improvements topeople s lives through innovation, deepening a culture of innovation to deliver technology
and sustainability progress, reducing environmental impact, and ensuring diversity andinclusion continue to be deepened across the organization.
Nissan s corporate purpose and long-term vision have clearly enunciated our commitment
to the world and this essentially makes sustainability fundamental to the values we offer
to empower customers and society. By daring to do what others don t, Nissan is thepreeminent challenger and will actively support global efforts to combat environmental andsocial issues to create a more sustainable world. We wish to be an invaluable member ofthe society empowering mobility and beyond.
Corporate Purpose

Driving innovation to enrich people's lives
For a cleaner, safer and more inclusive world

As we advance towards a more progressive future, Nissan s long-term direction is set in
the context of three major shifts that inform our innovations, our business model, and ourpriorities: the climate crisis, social issues, and highly conscious customers.
The climate crisis is the most urgent issue for the world today, and responsibility foraction rests with each of us to ensure a sustainable future. In parallel, society faces major
challenges including ageing populations, urban mobility, and insufficient transport systems.
These societal issues are impacting the environment, health, social equality, and economic
development of all countries.

EMPOWERINGJOURNEYS

Nissan’s DNA

Together we empower
mobility and beyond

Do what others don't dare to do

EMPOWERING
SOCIETYNISSAN WAY

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Nissan Ambition 2030

Environmental

CEO Message

CSO Message

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

CEO Message
Sustainability is at the heart of our business and central
to the trust placed in our company by customers,
employees, suppliers and partners alike. I am proud of
the actions we are undertaking to drive long-term value
to our stakeholders.
Nissan is a purpose-led business, aiming to enrichpeople s lives through innovations and make a positive
impact on society through products, technologies andservices that lower emissions, enhance automation,
improve safety and contribute to a more sustainable
planet.
This commitment is embodied in Nissan Ambition 2030,
our long-term vision, seeking to make Nissan a truly
sustainable company that Does what others don tdare to do . Nissan Ambition 2030 continues to buildon the progress achieved in our ongoing Nissan NEXTtransformation plan. Through these plans, we aim torealize a Cleaner, Safer, and more Inclusive Society .
As CEO, I am committed to delivering on our ambition,
including our goal to become carbon neutral acrossthe life cycle of our products by fiscal 2050. This
goal builds on our programs to reduce emissions andprovide electric vehicle technologies that benefit theenvironment over the last decade.

Nissan Motor Co., Ltd.
Representative Executive Officer,
President andChief Executive Officer
Makoto UchidaSUSTAINABILITY REPORT 2022

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Nissan Ambition 2030

CEO Message

Environmental
CSO Message

Climate change is one of the most significant challenges faced bybusinesses globally. This is why we have placed electrification at thecore of our long-term vision to achieve carbon neutrality, with plansby the early 2030s for every new Nissan vehicle offering in key
markets to be electrified. In parallel, we are committed to introducing
technologies to enhance safety. Increasing vehicle intelligence will
support our goal of "zero fatalities", aiming to reduce the number ofdeaths from accidents involving Nissan vehicles to virtually zero.
As part of this effort, we recently announced the new driver-assistancetechnology using the next-generation LIDAR technology, which candramatically enhance collision avoidance. We aim to complete thedevelopment of this technology by the mid-2020s, which will first be
available on select new models, and on virtually every new model by
fiscal 2030. We will also expand ProPILOT technology to over 2.5
million Nissan and INFINITI vehicles by fiscal 2026.
However, I know that Nissan cannot achieve its sustainability goals in
isolation. Our Alliance with Renault and Mitsubishi Motors will enhance
our sustainability strategy, sharing technologies, vehicle architecturesand best practice in electrification to deliver shared benefits for our
respective companies.

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

We continue to look at new strategies to collaborate with other
innovative companies –– as well as with governments, partners andsuppliers globally to push forward our goals in this area.
We must also empower our most important asset – our people. To
do so, we aim to create an inclusive environment where every person
at Nissan is encouraged and supported to reach their full potential.
It takes time to evolve our corporate culture, but it is critical for our
future to build an organization that is deeply valued by its people.
Diversity remains a source of competitiveness for the company andis one of our greatest strengths. I am committed to encouraging adiverse and inclusive workplace, which is both the right thing to do
and a strategic priority. We have a zero tolerance policy to humanrights violations stated in Nissan Human Rights Policy Statement andcontinue to take proactive efforts to mitigate risks in the supply chain
across our global operations.
The key to achieving Nissan Ambition 2030 rests with our employees.
Motivation and pride will be the main drivers that contribute to thecompany s success and the need to adapt to industry disruption willplace a high demand on workforce transformation.

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Corporate direction

Nissan Ambition 2030

CEO Message

Environmental
CSO Message

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

We will further foster a culture of innovation by ensuring every
employee can play an integral role in driving sustainability andinnovation efforts. All these initiatives are essential to our sustainablegrowth, as we prioritize the development of a corporate culture thatempowers individuals and allows everyone to freely express theiropinions and respect each other's views.
In addition to employee-engagement, we will continue to interact
with all stakeholders to prioritize sustainability despite the significant
headwinds that we are facing due to supply chain shortages andrising energy costs that are impacting our entire industry in a rapidly
evolving economic environment.
These efforts will build on commitments including our participationin the United Nations Global Compact, which we endorsed in 2004,
and the continued alignment of our business with the UN Sustainable
Development Goals.
As CEO, I will strive for excellence in our sustainability agenda. We
have an exciting year ahead and I am confident by continuing on
our current trajectory we will achieve changes at scale that benefit
customers, society and the planet.

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Corporate direction

Nissan Ambition 2030

Environmental

CEO Message

SocialCSO Message

Chair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

CSO Message
At Nissan, sustainability is a key pillar in the process ofinnovation. It supports our growth and long-term value
for all stakeholders while decreasing our impact on
people, the planet and society.
As chief sustainability officer, I am committed tointegrating sustainability into our strategy and business.
We are doing so not simply to meet growing regulatory
requirements, but because it is core to our foundationand central to business resilience, then ultimately to
improve the value of the corporation.
Our sustainability strategy, Nissan Sustainability 2022,
outlines Nissan s initiatives toward contributing to thesustainability of society identifying our priorities around
Environmental, Social and Governance issues. The
environmental plan is anchored by the ongoing Nissan
Green Program (NGP) 2022 with a long-term vision
toward 2050.

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

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Corporate direction

Nissan Ambition 2030

CEO Message

Environmental
CSO Message

This Sustainability Report provides details on this program and the
Nissan Ambition 2030 vision that we unveiled in November 2021. Our
goals reflect internal consultation, which informed our position on thecurrent environmental and social issues facing the business and what
we must do to fulfil our responsibilities and create value for people,
planet and society.
Decreasing our carbon footprint and reliance on fossil fuels is key.
Nissan factors in CO₂ emissions through the whole value chain,including suppliers, from the procurement of raw materials to thetransportation and operation of vehicles. We have joined the Raceto Zero campaign supported by the United Nations, accelerating ourelectrification and carbon neutrality goals and are proud to be the firstJapanese automaker to join the campaign.
To meet our ambitious Net Zero target, we continue to work with awide range of stakeholders. Our carbon reduction targets towards
2030 were validated by the SBTi last year, accelerating Nissan selectrification and carbon neutrality goals. Over the last year wehave made a number of announcements as part of our strategy todecrease our carbon footprint, such as the plan to invest £1 billion ina Gigafactory in the UK under our EV36Zero initiative.
Electric vehicles are a crucial part of our strategy, but of course there
are many other important aspects, including a circular economy whichSocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

encompasses the eco-cycle of batteries and the carbon footprintof our manufacturing sites. We have significantly expanded battery
re-use and recycling. Our joint venture 4R Energy plant in Namie,
eastern Japan, will be the first in the world to provide exchangeable
refabricated batteries for electric vehicles. As part of our expansion
plans to increase electric vehicle production, we intend to expand its
presence to the US and Europe.
Our journey to carbon neutrality can only be achieved if we commit
to respect and protect human rights within Nissan and our supply
chain network. Respecting human rights across the value chain isfundamental to our efforts to realize Nissan s corporate purpose anddeliver on Nissan Ambition 2030. We continue to conduct internal
discussions about what human rights means to our business and what
due diligence measures we need to undertake both upstream anddownstream.
At Nissan, we are aligning our efforts with multilateral efforts topreserve natural resources, such as access to water. The United
Nations projects that by 2050, at least one in four people will beaffected by recurring water shortages. While our footprint is not assignificant as other sectors, we have robust water stewardship andabatement strategies beyond regulatory compliance in place andwe continue to decrease our exposure to risk. At sites with high risk
levels, we prioritize measures to expand dedicated water resources

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Contents

Corporate direction

Nissan Ambition 2030

CEO Message

Environmental
CSO Message

such as building reservoirs to collect rainwater. Our efforts to tackle
water security have resulted in us obtaining a CDP Rating Index of A
for the second time since 2019.
We will continue to strengthen the company's global sustainability
strategy and promote its initiatives while supporting the notionof a Just Transition. As we accelerate the pace of change onsustainability, the Global Environmental Management Committee andGlobal Sustainability Steering Committee will meet at an increasing
frequency in the coming year to discuss the progress, policies, andfuture initiatives on sustainability topics.

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

fundamental to our growth and delivery of our strategy. We recoginzethat long-term value creation will be driven at the intersection of
innovation and sustainability. That is why we are building a resilient
strategy as outlined in Nissan Ambition 2030.
I am proud of the progress made in the past fiscal year and recoginze
there is more to do. We have an ambitious roadmap ahead of us witha clear focus to succeed in accelerating our sustainability agenda.

As a business we are committed to providing transparency onsustainability to employees, investors and customers. We also remain
focused on developing and strengthening relationships with our key
stakeholders to push forward our sustainability agenda. To collaborate
on efforts to achieve carbon neutrality we have engaged withgovernments, municipalities as well as automotive community such
as Japan Automobile Manufacturers Association (JAMA.) Throughengaging those stakeholders, we aim to contribute to building a newframework of a sustainable society.
Our progress and achievements from the past year are summarized
in this report, which emphasizes how sustainability lies at the heartof our purpose-led growth strategy. Responsible management is

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Contents

Corporate direction

Nissan Ambition 2030

CEO Message

Environmental
CSO Message

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

A Message from Chair of the Board of Directors
In 2019, Nissan and its new management team built a transparent,
fair and flexible management system separating execution
and supervision. The following year, we launched the business
transformation plan Nissan NEXT.
The Nissan NEXT transformation plan, which has remained firmly
on track thus far, draws to a close in fiscal 2023. With its impending
conclusion, we will have to set the longer term direction for Nissanwith our next mid-term plan. To this end, in order to develop a
long-term vision focused on 2030, in terms of both execution andsupervision, our Board of Directors meetings have discussed Nissan sideal positioning as a company . Accordingly, in November 2021, we
announced the long-term vision Nissan Ambition 2030, which aims
at establishing Nissan as a truly sustainable company by realizing acleaner, safer and more inclusive society where all people can coexist.
In developing this long-term
vision, we first considered
how to expand the role ofvehicles beyond mobility
and beyond merely a meansof transportation. These
discussions were heldat the Board of Directors
and other meetings andthat evolved also into how
Nissan can provide value
for future customer needs,

after having clarified the strength from the perspective of prioritize
and focus. In particular, with regard to electrification, there are various
questions about our strategy for execution, many of which related tobatteries and battery technology. For instance, there are questions
on the feasibility of market rollout, outlook on future demand, theadequacy of rate of development, returns on investment, and safety
and quality. Through this process, we were able to communicate
about the future introduction of all-solid-state batteries ahead of othercompanies, which I would like to commend. Further, in promoting theelectrification of mobility, leveraging the strengths of the Allianceis important. As such, we have also sought to affirm the alignment
between the Renault-Nissan-Mitsubishi Alliance s Roadmap to 2030
and Nissan s own Ambition 2030.
Hereafter, to take steps toward the realization of our long-term vision,
it is more important than ever to build unity within the company . I haveemphasized to the execution team that it is of utmost importanceto share with employees what the company s aims are and theconsideration behind these aims. The Board of Directors will continue
focusing on the sustainable development of Nissan and society,making full use of our supervisory powers in a transparent andimpartial manner to fulfill our responsibilities.

Nissan Motor Co., Ltd.
Chair of the Board of Directors
Yasushi Kimura

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Contents

Corporate direction

Nissan Ambition 2030

CEO Message

Environmental
CSO Message

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

The Allianceis developed by one leading team with the support of the followersʼ team. By
proceeding that way, each member of the Alliance has access to all of the
key technologies.

The Renault-Nissan-Mitsubishi alliance is one of the worldʼs leading
automotive alliances. Through a new cooperation business model, theAlliance aims at enhancing the competitiveness and profitability of each of
the member companies by capitalizing on individual companyʼs strengths andcomplementing their strategies.
The environment surrounding us is changing dramatically. It is necessary tohone technological, software and service development capabilities to drive
mobility into the future and achieve net zero emissions.

Since then, the member companies have been expanding the commonization
strategy, increasing the efficiency of product and technology development.
The companies work together as an Alliance to promote standardization inorder to strengthen competitiveness and expand economies of scale. Nissan
has been able to work closely together with Renault and Mitsubishi Motors,
because of the trust that has been built up over the years, and a greatstrength for Nissan to realize its long-term vision.
The Alliance has a solid foundation and benefits from an efficient
operational governance and defined cooperation on various projects basedon identified synergies.

While Nissan as a pioneer has set standards for electrified vehicles andautonomous technologies, its greatest differentiators is the alliance with
Renault and Mitsubishi Motors. Nissan can rely on the 20-year partnershipand advantage of common assets, standards and processes that havesupported growth, a strength that other OEMs do not have.
In 2020, the Alliance defined a new operating scheme based on the Leader/
Follower principle, working on key technologies, seeking for opportunities
and developing common assets. According to this scheme, each technology

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Corporate direction

Nissan Ambition 2030

CEO Message

Environmental
CSO Message

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

In January 2022, Renault-Nissan-Mitsubishi alliance announced common
projects and actions to accelerate and to shape their shared future towards
2030, focusing on the mobility value chain.
This common 2030 roadmap on pure-EV and Intelligent & Connectedmobility, sharing investments for the benefits of its three-member
companies, will enable each company to provide a higher level of value totheir respective customers. This includes a plan consisting of 35 new EVs
across the three member companies in 2030, based on the five common EV
platforms.
Highlights of the roadmap includes a methodology that defines for eachvehicle the desired level of commonality, integrating several parameters ofpossible pooling - for example, platforms, factories, powertrains or vehicle
segment. This is supplemented and enhanced by a stricter approach on
design and upperbody differentiation. Also, the member companies havealigned roadmaps on EV battery technologies, selection of a common
battery supplier, and a common vision on Electric & Electronic Architecture.

Through these strategic initiatives, the Alliance continues to enable eachmember company to utilize their expertise to full potential, which in turnreinforces their competitiveness, sustainable profitability, and social andenvironmental responsibility.
Between now and 2030, the Alliance's momentum will expand at a pace it
has never experienced in the past.

Also in this announcement, Nissan unveiled an all-new EV based on the
CMF-BEV Alliance platform to replace the Micra in Europe; vehicle planned
to be manufactured at Renault ElectriCity, the electric industrial center inNorthern France. Also, Nissan will lead development of breakthrough allsolid-state battery technology.

In May 2022, Nissan hosted a townhall meeting of head of Alliance and member companies with key
leaders in Nissan and Mitsubishi Motors

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Corporate direction

Nissan Ambition 2030

Environmental

CEO Message

CSO Message

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

Sustainability at Nissan
Sustainability Strategy
Sustainability at Nissan
To fulfill the corporate purpose of “Driving innovation to enrich people's
lives”, Nissan, to be a trustworthy company provides unique and innovative
automotive products and services that deliver superior value to all
stakeholders.
As it develops as a company through its full range of global activities, Nissanseeks to create economic value and contributes to the resolution of eachissue facing society as a leading global automaker. Nissan is committed
to all stakeholders including customers, shareholders, employees, and thecommunities where it does business, and is contributing to the developmentof society, through the realization of cleaner, safer, and more sustainablemobility as well as the provision of related services.

key sustainability issues, we considered both corporate activities andsustainability from the perspective of the impact of society and theenvironment on Nissan, such as financial impact, which is of great interest toinvestors, as well as the new perspective of Nissanʼs impact on - and value
to - society and the environment, which demonstrates the value that Nissancreates.
To realize our Nissan Ambition 2030 corporate long-term vision, the Nissan
Green Program 2022 medium-term environmental action plan, and the
Nissan Sustainability 2022 sustainability strategy, Nissan believes it isimportant to engage in various collaborations across the automobile sector
while building a closer relationship with society.
Nissan now uses a matrix to prioritize initiatives, conveying to stakeholders
the path the company will take toward 2030 in even more detail, andexpanding opportunities for collaboration and deepen relationships of trustthat lead to the further promotion of initiatives.

Analyzing Societal Issues and Assessing Materiality
Nissan has formulated sustainability strategies and promoted activities
that account for stakeholder interests and the latest trends, suchas technological innovation. When formulating these strategies, top
management regularly discuss societal and environmental issues to identify
key topics that all group companies must address as a global automaker.
From our risk and opportunity analyses conducted on a regular basis, wehave reaffirmed issues surrounding Nissan's business and identified key
material issues related to sustainability.
Understanding that material issues are deeply interdependent among

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Corporate direction
CEO Message

Step 1: Clarifying societal andenvironmental issues
We clarify global agendas throughmarket trend analyses, determine value
expected by society, and engage indialogues with stakeholders andinvestors concerning the United Nations
Climate Change Conference (COP),
SDGs, and risk reports published by theWorld Economic Forum (WEF).

Step 2: Assessing material issues
facing the automobile
sector and Nissan
We assess Nissan’s material issues
through analysis of risks andopportunities from a global perspective
to be realized through the Nissan
Ambition 2030 corporate long-term
vision, as well as the role of theautomobile sector.

Step 3: Prioritizing materiality
We organize priorities based on risks
and opportunities into a matrix to
identify the value Nissan creates andfurther enhances initiatives going
forward. A review by experts is thenconducted and reflected the feedback.

Step 4: Gaining consensus
among management
and Board of Directors

We report our materiality assessment toexecutives and the Board of Directors,
including the background and reasonsfor our selections, to reach consensus.

Governance

Chair of the Board of
Directors Message

Data / Index

The Alliance

Sustainability at Nissan

Nissan Materiality Matrix
Having assessed 21 material issues, items at the top of the vertical axis indicate Nissanʼs greatest value and impact onsociety and the environment, while items in the right-hand column on the horizontal axis indicate the greatest impact on
Nissan from society and the environment, Nissan has determined the 12 most important items.
Nissan will incorporate each identified item into its business activities to expand opportunities for collaboration, leading topromotion of more robust efforts that embody our corporate purpose.

：Environmental
Extremely High

Materiality Assessment
Process

SocialCSO Message：Social• Community Development

Top 12 prioritized items*No priority in category：Governance• Vehicle Safety• Governance, Regulation & Compliance• Cleaner Emissions• Inclusive Mobility Solutions• Privacy & Data Security• Human Rights• Vehicle Electrification• Renewable Energy• Ecosystem Service and Biodiversity• DEI(Diversity Equity Inclusion)• Product Quality• Lifecycle Management• Supply Chain Management• Pursuit Energy Efficiency• Engagement with Stakeholders• Preservation of Water, Air and SoilHigh

Nissan Ambition 2030

Environmental

Value / impact to Society & Environment from NissanContents• Sustainable Resource Management• Wellness & Occupational
Safety / Health• Risk Hedge for Physical Hazards• Human Resource Development

High

Extremely HighImpact on Nissan from Society & Environment
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Corporate direction

Nissan Ambition 2030

Environmental

CEO Message

SocialCSO Message

Chair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

Materiality description and its importanceMateriality

Description

Governance, Regulation &Compliance

Guided by corporate purpose, values and business code of conduct, we will operate with highest levelof business integrity through effective governance based on the transparent framework, comply withrespective laws & regulations and ensure we act consistently with respect and integrity towards people
and society.

Corporate Governance (P166)
Compliance (P182)

Inclusive Mobility Solutions

By providing advanced new mobility technologies and services (e.g., autonomous driving) to more
people, we wish to realize an inclusive society where everyone has access to safe and reliable mobility.

Traffic Safety (P102)

Human Rights

Foster an organization where every employee shows utmost respect to individual dignity and humanrights. Nissan commits to act in accordance with internal ethical standards set by the United Nations
Guiding Principles on Business and Human Rights.

Human Rights (P096)

By steadily increasing electrified line-up, offering advanced vehicle and battery technologies andsupporting EV eco-system, we are accelerating our efforts toward carbon neutrality.

Climate Change-Product Initiatives(P039)

Vehicle Electrification

Renewable Energy

Through partnerships with various sectors and collaboration with governments and communities, wewill promote the use of renewable and alternative energy sources to reduce CO2 emissions. With 4R*
including Vehicle-to-Everything (V2X), we continue to empower societies with safe energy management
solutions.

Nissan initiatives

E

S

G

Climate Change (P034)*4R : Battery Reuse, Refabricate, Resell, Recycle
Vehicle Safety

Through advanced driver assistance technologies accessible to more customers, we wish to realize zero
fatality by eliminating the number of deaths in traffic accidents involving Nissan vehicles.

Traffic Safety (P102)

Cleaner Emissions

With the goal of "atmosphere-level clean emissions," we will ensure cleaner exhaust emissions from our
products (e.g. NOx, PM, etc) and facilities.

Air Quality (P063)

Privacy & Data Security

Committed to safeguarding the data protection and privacy rights, protecting stakeholder personal
data through appropriate security measures and will be responsible for secure handling of data inconsideration of new technologies and security risks.

Risk Management (P179)

Community Development

Contribute to the development of communities and empower societies through disaster management
support and humanitarian aid and social transformation initiatives like Blue Switch.

Climate Change -Initiatives forPartnerships with Society (P048)
Community Engagement (P160)

Product Quality

Provide reliable, comfortable, and user-friendly mobility by improving the design and product quality including
chemical substance management and in-cabin air.

Air Quality (P063)
Product Safety and Quality (P124)

Aim to conduct our business activities based on our supplier CSR guidelines in an ethical, socially andenvironmentally responsible manner at each stage of the supply chain.

Strengthening Our Business Foundations
to Address Environmental Issues-Working
with Suppliers (P091)
Supply Chain management (P133)

Avoid resource price fluctuations and procurement risk, reduce dependence on resources by establishinga vehicle manufacturing system that enables effective and sustainable use of material resources bycircular economy such as Repair/Reuse/Rebuild/Recycle.

Resource Dependency (P067)

Supply Chain Management

Sustainable Resource Management

E: Environmental S: Social G: Governance
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Contents

Corporate direction

Nissan Ambition 2030

Environmental

CEO Message

SocialCSO Message

Sustainability Strategy: Nissan Sustainability 2022
Nissan has formulated a sustainability strategy in 2018 called Nissan
Sustainability 2022.
Under Nissan Sustainability 2022, Nissan clarifies its activities in terms of
ESG aspects. Nissan Sustainability 2022 also outlines Nissanʼs initiatives
toward contributing to the sustainability of society as well as its own
sustainable growth as a company.

Key Themes for Nissan Sustainability 2022:
Realizing a Zero-Emission, Zero-Fatality Society

Corporate Purpose

SocialData / Index

The Alliance

Sustainability at Nissan

Environmental: Under its environmental philosophy of “aSymbiosis of People, Vehicles, and Nature,” Nissan contributes
to resolving environmental challenges based on social needs
together with its long-term sustainability vision.
Nissan Green Program 2022
・Nissanʼs midterm environmental action plan Nissan Green Program 2022

(NGP2022) calls for actions to be taken on four challenges: Climate
Change, Resource Dependency, Air Quality, and Water Scarcity.

Social: Nissan respects the rights of all stakeholders.

The wide availability of automobiles has let countless people enjoy theconvenience that comes with automotive mobility as well as the pleasureof driving itself. At the same time, however, increased greenhouse gas
emissions and traffic accidents are pressing issues for the world today.
Nissan is using its position as a world-leading automaker to pursue theultimate goals of achieving zero emissions, through carbon neutrality acrossthe life cycle of its products by 2050, andDriving Innovation to Enrich People’s Lives
zero fatalities, through the elimination ofvirtually all fatalities that result from traffic
Realizing azero-emission, zero-fatality society
accidents involving Nissan cars. To thisend, the company will work together by
growing as an inclusive organization that
Nissan Sustainability 2022
supports a diverse range of employees in
S GEdemonstrating their abilities and developing
as professionals over the medium and longterm.
Environmental

Chair of the Board of
Directors Message

GovernanceTraffic safety
・Our goal is zero fatalities: reducing the number of deaths from accidents

involving Nissan vehicles to virtually zero. To this end, we continue working
to help reduce traffic accidents.

Diversity and inclusion
・Nissan will build an inclusive, innovation-creating organization designed

for sustainable development, where individual employees with diverse
backgrounds in terms of gender, nationality, ethnicity, race, and age candemonstrate their potential to the fullest.

Governance

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Contents

Corporate direction

Nissan Ambition 2030

Environmental

CEO Message

CSO Message

Quality・For customers to choose a Nissan vehicle on a long-term basis, we are

placing the highest priority on customer feedback while working to improve
the quality of our products and services to give them a deep sense ofsatisfaction.

Supply chain
・Nissan will establish a sustainable supply chain with due regard to humanrights and the environment.

Employees
・To ensure that each individual employee can continuously learn anddevelop their potential to the fullest, Nissan will provide opportunities forlearning that employees can access wherever and whenever they wish.
Furthermore, Nissan will also aim to create lively workplaces where thehealth and safety of employees is the top priority.

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

Participation in the United Nations Global Compact
Nissan actively supports a number of international guidelines andagreements, respecting international policies and standards as it conducts
its business operations.
Since January 2004, Nissan has participated in the UN Global Compact,a corporate responsibility initiative built around 10 universal principles
regarding human rights, labor, the environment, and anti-corruption.
The UN Global Compact was originally proposed by UN Secretary-General
Kofi Annan in an address to the World Economic Forum (Davos Forum) in
1999. Businesses may pledge to support its principles of their own free will.
Nissanʼs sustainability management aims to enhance the full range of thecompanyʼs activities based on these 10 principles.

Community engagement
・Through activities that contribute to local communities on the themesof “zero emission,” “zero fatality,” and “zero inequality,” Nissan will aim torealize “a Cleaner, Safer, and More Inclusive Society.”

Governance: Nissan complies with laws, regulations, andrules and engages in business activities that are just, fair, andtransparent.
Corporate governance / internal control
・Nissan will strengthen its corporate governance and enhance its

compliance systems globally, promoting business activities that comply
with laws and regulations and are highly transparent.

* Click here for more information on the UN Global Compact.
https://www.unglobalcompact.org/

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NISSAN MOTOR CORPORATIONCEO Message

CSO Message

Sustainability Vision and Contribution to SDGs
In promoting its sustainability strategy, Nissan Sustainability 2022, Nissan
has established goals that must be achieved by 2022 in accordance withinitiatives for each of the ESG (Environmental, Social and Governance)
aspects. An important milestone towards realizing our Sustainability Vision,the 2022 goals were developed based on consideration of the opportunities
and issues in our business operations, as well as societal expectations.
In terms of the environmental field, Nissan has set the new goal for achievingcarbon neutrality across the entire life cycle of its products by 2050. As
part of this effort, by the early 2030s every all-new Nissan vehicle offeringin key markets will be electrified. In reforming our industrial structure due toclimate change, we will put into practice the idea of “Just transition” and aim
to realize a “society in which no one is left behind.”
By achieving the goals for each of the ESG initiatives and realizing our
Sustainability Vision, we will pursue both our own sustainable growth and thesustainable development of society. By so doing, we will also contribute toachieving the goals of the SDGs.

SocialGovernance

Chair of the Board of
Directors Message

Activities
within ESG

Sustainability Vision

Zero new material
resource use

・Using materials that do

not rely on newly minedresources for 70% of
the materials used ineach vehicle in 2050

Nissan Ambition 2030
2022 Goals

Societal
Challenges(SDGs) andExpectations

Air quality

Sustainability Vision

Sustainability at Nissan

Main Goals / Approaches for 2022

SDG Areas
where Nissan's
Environmental
Strategy Mainly Adds
Value

Reducing products and manufacturing
CO2 emissions
Achieve carbon neutrality ・Product CO2 emissions reduction:by 2050 across the life
40% reduction of CO 2 emission
from new cars (vs. FY2000; Japan,
cycle of its products by
U.S.,Europe, China)
the early 2030s all new
vehicles offering in major ・Overall reduction of CO2 emissions
markets will be electrified from corporate activities: 30%
reduction of CO 2 emissions per
vehicle sold (vs. FY2005; global)

Zero impact

Water scarcity

Opportunities
and Issuesin Nissan'sBusiness
Operations

The AllianceManage the environmental dependence / impact caused by ouroperations and products to a level that can be absorbed by nature, andpass on rich natural capital to future generations

Approach to Nissanʼs Long-Term Vision and Goals for 2022
Balance between Nissan's Growth and Social Development

Data / Index

Sustainability Vision Initiatives and Main Goals for 2022

Climate change

Nissan Ambition 2030

Environmental

Resource dependency

Corporate direction

Environmental

Contents

Zero stress

Minimizing usage of new resources,
with the efforts of waste to landfill
reduction and waste reduction, etc.
・More than 30% (in weight) of a
new vehicle to be non-new material
resources

Improving exhaust emissions fromproducts and manufacturing.
・Cabin air quality improvement:
Promote research on technicalsolutions・Reduce VOC from manufacturing:
Promote reduction of VOC per paintarea (vs. FY2010)

・Reducing water withdrawal frommanufacturing : 21% reductionof water withdrawal per global
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For female manager ratio, in
principle, we will target to get closer
to the same level of female ratio inmanagement as indirect employees.
(Japan)Product quality

Strive for top-level quality from thecustomer ʼs perspective

Sales and service quality

Achieve top-level quality in all focus
markets and maintain top-level
quality for sales and service overthe longer term

Supply chain

SDG Areas where Nissan's
Environmental Strategy Mainly
Adds Value

Chair of the Board of
Directors Message

Activities
within ESG

SocialPromote safety technologies
evolution and adoption

・All of our suppliers follow Renault-

Aim to establish a sustainablesupply chain with due regard
to the environment and humanrightsCSO Message

Nissan CSR Guidelines for
Suppliers
・Aim to reduce our collective
environmental footprint throughenvironmental data survey andcollaboration with suppliers

Learning
anddevelopment

Nurture an
ability to copewith a range ofpotential future
developments

Create a continuous learning
culture at Nissan by:・Launching an integrated
development framework
・Optimization of Leadership
Development Programs
・Providing digital solutions to realize“anytime, anywhere learning”
utilizing great digital solutions

Occupationalsafety andhealthRealizationof a brightand vibrantworkplace freefrom disasters
and illnesses

Occupational accident frequency
rate to be continuously maintained
below previous year's results. Aim
to eliminate fatal accidents
Promote health management andaim to remain a company where
each and every employee can workwith enthusiasm

GovernanceCommunity engagement

Achieve sustainable
development by creating
innovation through building an
inclusive organization whereindividual employees withdiverse backgrounds in termsof race, nationality, gender,
religion, disability, age, placeof origin, gender identity
and sexual orientation candemonstrate their potential to
the fullest

Quality

Traffic
safetyMain Goals / Approaches for 2022

Reduce the number of fatalities
involving Nissan vehicles tovirtually zero

Employees

SocialSustainability Vision

Diversity and inclusion

Activities
within ESG

CEO Message

SocialData / Index

The Alliance

Sustainability at Nissan

Sustainability Vision

Main Goals / Approaches for 2022

Realize a cleaner, safer and more
inclusive society

All regions are executing
philanthropy programs for strategicareas, such as “zero emission,” “zerofatality ” and “zero inequality ”

SDG Areas where Nissan's
Environmental Strategy Mainly
Adds Value・Enhance monitoring of each

Compliance

Nissan Ambition 2030

Environmental

A fully functioning framework
for the prevention of conduct
violations and for complianceat Nissan globally

Risk management

Corporate direction

GovernanceContents

Achieve benchmark levels
for maintenance andenhancement of information
security, prevention of
information leaks, damage
limitation and maintenance oftransparency in the event ofleaks

compliance risk area, andestablish framework to oversee
progress of each monitoring
activity・Enhance third-party compliancesystem to ensure entire Nissanbusiness process is compliant

Achieve benchmark levels formaintenance and enhancement of
information security in each area,
including new environments andareas

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Contents

Corporate direction

Nissan Ambition 2030

Environmental

CEO Message

CSO Message

Internal Efforts to Promote Sustainability
Companywide management of specific activities under Nissanʼssustainability strategy, from setting goals to monitoring progress, is the
responsibility of the Global Sustainability Steering Committee chaired by
the companyʼs Chief Sustainability Officer (CSO). The committee meets
biannually and includes management representatives from functions foreach of the ESG areas. Each function is responsible for advancing its own
activities and progress is reported to the committee. Nissan implements the
PDCA cycle in pursuit of improved sustainability performance. As in past
years, two committee meetings were held in fiscal 2021.
Discussions at the Global Sustainability Steering Committee are reported
and proposed to the Executive Committee (EC), Nissanʼs highest decisionmaking body, which then uses that information to make decisions onsustainability policies and future initiatives.

Nissanʼs Sustainability Decision-Making Process

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

Executivesʼ Roles on Sustainability and Its Performance
Assessment
In fiscal 2021, the company added new performance indicators forsustainability in performance-based cash incentive that form a part of thelong-term incentive program. Based on our corporate purpose of “Driving
innovation to enrich peopleʼs lives,” the Company will enhance long-term
corporate value and social value and become a sustainable corporation.
These items are particularly important in terms of business strategy and arealso drawing attention of stakeholders, among sustainability challenges theCompany tackles in order to improve its mid- to long-term corporate value
and social value.
・For Environment: External evaluation on carbon neutrality
・For Social: External evaluation on respect for human rights(Reflect 10% of performance indicators for performance-based incentive
compensation program.)
Please refer to the 2021 Securities Report (P059-067) for details of the performance indicators for
performance-based incentive compensation program.

Executive Committee

https://www.nissan-global.com/EN/IR/LIBRARY/FR/2021/ASSETS/PDF/fr2021.pdf* Click here for more information of the“Compensation Committee”.

Proposals / reports

Decisions>>> P173

Global Sustainability Steering Committee

Chairperson
Chief Sustainability Officer
Representatives from sustainability strategy-related functions
at Global Headquarters and regional offices

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Contents

Corporate direction

Nissan Ambition 2030

Environmental

CEO Message

CSO Message

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at NissanManaging The Advancement of Sustainability

Stakeholder Engagement

PDCA Cycle to Promote Sustainability

Dialogue with Stakeholders

At Nissan, sustainability activities are promoted through the plan–do–
check–act(PDCA) cycle. After the Global Sustainability Steering Committee
and Executive Committee (EC) decide the overall direction on sustainability
initiatives, progress on activities is managed, societal views are incorporated
into corporate activities, and external trends are analyzed.

Nissan defines stakeholders as those individuals and organizations that
influence or are influenced by the companyʼs business. The company aims
to align its corporate activities with societal needs. Nissan gathers andintegrates stakeholder feedback into its operations to build trustworthy
relationships. To incorporate as many opinions as possible, the company
provides various opportunities for dialogue with stakeholders and seeks to
identify opportunities and risks in their early stages. These interactions takeplace at its global headquarters and other facilities in Japan and globally.
Nissan established this structure to ensure feedback reaches the company.
For specific examples of dialogue with stakeholders, please refer to thecompanyʼs sustainability strategy section.

PDCA Cycle
Internal management

Plan

Act

Nissan’s Global
Sustainability Steering
Committee and EC define
overall direction andmeasures for thecompany's
sustainability
activities.

Nissan definespriority areas of focus
based on analysis ofsocial trends, external
evaluations, and researchon competitors.

Do

Based on the decisionsof the two committees,
the divisions represented
in the Global
Sustainability Steering
Committee take action
and manage progress.

Nissan’s
Stakeholders
and Engagement
Opportunities

Shareholders
and Investors
Local Communities andFuture Generations

Customers
Employees

Nissanʼs Stakeholders

NGOs and
NPOs

Check

Nissan considers
society’s feedback, suchas rating agencies and
ESG investment.

Suppliers andDealers
Governments, Industrial
Associations and Business
Partners

External communication

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Contents

Corporate direction

Nissan Ambition 2030

• Product and service quality• Customer support• Company performance andissues• Workplace diversity• Workplace environment• Career, training

Suppliers conferences,dealer conventions, businessmeetings, direct contact,
briefings, events, corporate
guidelines, websites• Fair trade• Nissan's sustainability
policies, medium-termbusiness plan, andpurchasing policies

Direct contact with IR team,shareholders meetings,
financial results briefings, IR
events, IR meetings, websites,
mailing service• Strategies, performance,and sustainability initiatives
to enhance corporate value

Direct contact, joint researchstudies, initiatives with industry
organizations, roundtables,
opinion-exchanges and otherevents• Legal compliance• Cooperation withdemonstration experiments
and other public measures• Promote joint program

NGOs and
NPOs

Employees

Major Initiatives for FY2021
Customer call center response(receives approx. 20,000 calls inJapan)
Quick VOC (P132)
Calls for participation in Earth
Hour 2022 via SNS (P161)

Direct contact (including
whistleblowing system),intranet, internal events,
interviews, surveys

Local Communities
and Future
Generations

CSO Message

Stakeholder Interests, Main Topics

Suppliers andDealers

Stakeholder Engagement
Customer service interaction,
contact through dealers,
websites, showrooms, events,
customer surveys, media (TV,magazines, social media, etc.),
owners meetings, vehicle
maintenance, mailing service

Governments,
Shareholders
Industrial
andAssociations andInvestors
Business Partners

Customers

Stakehol ders

CEO Message

Environmental

Presidential address
Management Information
Exchanges (MIEs) by EC members
and senior managers
Town hall meetings bymanagement (CEO / COO) (P150)
Sustainability seminar
Dialogues through “Competency
Appraisal” “Performance
Appraisal”
Regular surveys of employees
Supplier environmental activity
briefing sessions (Japan)
Production information meetings(Monthly)
Suppliersʼ meetings
Purchasing policy briefing
sessions
NISSAN Global supplier awards(P137)
Shareholder and Investor
Engagement (P021)
Sustainability seminar

Electrify Japan: Blue Switch
program activities: 172*Contribution to community
development in Fukushima
Hamadori utilizing mobility
services and energy management
Traffic Safety Future Creation Lab(P106)
Direct contact, management
Participation as a supportof philanthropic programs,• Cooperation and support
member in eight NPOs / NGOs todonations, disaster relief
for the resolution of societal exchange informations
activities, events, assistanceissuesSmile Support Fund (support for
via foundations
six groups)
Omoiyari Light Promotion
activities (urging drivers to turn on
Direct contact with businessheadlights) (P106)
facilities, local events, plant• Local community
Conducting of on-site lessons at
visits, philanthropic activities,
contributions
schools by employees
conferences, traffic safety• Corporate philosophy
Awarding of Rikajo (Scienceawareness campaigns,• Nissanʼs sustainability
initiatives
Education Grant) Development
assistance via foundations,Prize (The Nissan Global
educational programs, websites
Foundation)(P163)* Cumulative total from May 2018 to end of March 2021.
* Click here for more information on “Blue Switch” in Japanese Only.
https://www3.nissan.co.jp/first-contact-technology/blue-switch.html

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

Nissanʼs Approach to Shareholder and Investor
Engagement
Nissanʼs shareholders and investors are partners in the creation of a moresustainable society. To that end, and to facilitate deeper understanding,the company has an active investor relations (IR) program that provides
transparent information promptly. The company, along with its chief
financial officer (CFO), conducts constructive dialogues with shareholders
and investors. In order to build trustworthy relationships, the company
communicates its long-term vision, innovations applied to enhancecompetitiveness and the latest market trends on a timely basis. The company
also established a department dedicated solely to investor relations. The
IR department gathers materials from relevant functional sections, such as
corporate planning, finance, accounting, and legal, and discloses appropriate
information. Questions and feedback from shareholders and investors arereported to executive management and reflected in the companyʼs corporate
decision making. In order to mitigate the risk of insider trading, the company
refrains from communicating with investors during the period beginning on
the quarter-end date and ending at the time of the announcement of theearnings results.

Communication with Shareholders and Investors
The IR department conducts quarterly results briefings and meets frequently
online with institutional investors and analysts from securities companies.
The department proactively communicates about the companyʼs operations andinitiatives at business briefings and equity conferences hosted by the various
securities companies. Topical information is also available on the IR website.
Each year we hold events to present our business activities to investors andanalysts, focusing on themes most relevant to them and making available our

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Contents

Corporate direction

Nissan Ambition 2030

CEO Message

Environmental
CSO Message

divisional and regional managers to actively provide the required information.
In fiscal 2021, we had sustainability seminar in July, in addition to the Chief
Sustainability Officer having held a Q&A session on sustainability initiatives in
September, the announcement of the long-term vision Nissan Ambition 2030
resulted in its accompanying Q&A session being given by the CEO and COO
in November. In December, a briefing session on the current status of andinitiatives in business in the United States was given by the concurrent Americas
Management Committee chairman and Nissan North America president. As in
the previous fiscal year, we hosted an independent outside director roundtablefor institutional investors in March.
The company will continue to disclose information to its stakeholders andinvestors in order to increase their understanding of Nissan.

SocialGovernance

Chair of the Board of
Directors Message

Data / Index

The Alliance

Sustainability at Nissan

External Assessment
Today, companies are assessed on their environmental and social
performance as well as their financial performance. An increasing numberof investors use these assessments to guide their ESG investment
decisions. To meet these investor needs, Nissan takes a focused approachto sustainability activities and proactively discloses information about its
business operations.

FTSE4Good Index Series, FTSE Blossom Japan Index,
and FTSE Blossom Japan Sector Relative Index

Shareholders Meeting
The General Meeting of Shareholders provides an opportunity for Nissanʼsexecutive management and its shareholders to communicate directly witheach other. Through this meeting and other gatherings, the company aims
to develop trust with its shareholders and enhance their understanding of
Nissan.
The 122nd Ordinary General Meeting of Shareholders was held at its global
headquarters on June 22, 2021, and was attended by 186 shareholders.
In addition to those who attended on site, the meeting was broadcast byinternet for more viewers.
Click here for more IR information.
https://www.nissan-global.com/EN/IR/

Developed by global index provider FTSE Russell, the FTSE4Good IndexSeries, FTSE Blossom Japan Index, and FTSE Blossom Japan Sector
Relative Index measure the performance of companies demonstrating strong
ESG practices. They are widely used to create and assess sustainable
investment funds and other financial products. The FTSE Blossom Japan
Index and FTSE Blossom Japan Sector Relative Index were createdexclusively for Japanese companies. In the 2021 assessment, Nissancontinued to be selected as a constituent of the FTSE4Good Index Series,
as well as a constituent of the FTSE Blossom Japan Index for the sixth
consecutive year.

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Contents

Corporate direction

Nissan Ambition 2030

CEO Message

Environmental
CSO Message

SocialChair of the Board of
Directors Message

Governance

Data / Index

The Alliance

Sustainability at Nissan

Nissan was selected as a constituent company on the FTSE Blossom Japan
Sector Relative Index in 2022, when the index was newly established.

Named as one of the worldʼs most socially impactfulbrands by the Laureus Sports for Good Index* 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* Click here for more information on the FTSE Blossom Japan Sector Relative Index.
https://www.ftserussell.com/products/indices/blossom-japan
FTSE Russell (the trading name of FTSE International Limited and Frank Russell Company)
confirms that Nissan Motor has been assessed according to the FTSE4 Blossom Japan Sector
Relative Index criteria, and has satisfied the requirements to become a constituent of the FTSE4
Blossom Japan Sector Relative Index. The FTSE4 Blossom Japan Sector Relative Index is usedby a wide variety of market participants to create and assess responsible investment funds andother products.

Nissan is the only company in the transportation industry to have been
selected for the Laureus Sports for Good Index, which is given to brands
that have a positive influence on society and the environment through sports.
While having a positive impact on the sports world through our participationin the Formula E championship, Nissan is encouraging the adoption ofelectric vehicles (EVs) and working with partners. Nissan was also praisedfor building Europeʼs largest energy storage system that utilizes second-life
EV batteries at the Johan Cruijff ArenA in Amsterdam.

CDP Climate Change and Water Security 2021
Our efforts to tackle climate change and water security, as well as thedisclosure of information on those initiatives in fiscal 2021 resulted in Nissanbeing certified as a highly rated “A-List” company in the Climate Change
and Water Security categories by CDP, an NGO and world-class authority
on the environment. This is the second occasion since 2019 that Nissan has
obtained A-List certification in CDP ʼs Climate Change and Water Security
categories at the same time.

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Contents

Corporate direction

Environmental

SocialGovernance

Data / Index

Environmental
Environmental Policies and Philosophy ……

025

Water Scarcity …………………………………

078

Climate Change………………………………… 034

Third-Party Assurance ……………………… 083

Air Quality ……………………………………… 063

Strengthening Our Business Foundations to

Resource Dependency ………………………

067

Address Environmental Issues ……………… 085

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Environmental Policies
and Philosophy

Environmental

Climate Change

Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Environmental Policies and Philosophy
Environmental Principles
We provide customers with innovative products and services, by promoting
the effective use of energy and resources, by diversifying our sources, andby making active use of renewable energy and recycled materials. These arejust some of the ways in which Nissan is striving to achieve “a Symbiosis of
People, Vehicles, and Nature.”
To this end, we have clearly defined our ultimate goal: “To reduce theenvironmental impact and resource consumption of our corporate operationsand vehicles throughout their life cycle to a level that can be absorbed
naturally by the Earth.” and set what we want to be. This means endeavoring
to leave as small an ecological footprint as possible.
Beyond deepening our awareness of the environment, we strive to conduct
all business activities with consideration and kindness for people, society,nature and the Earth, as a means of contributing to the development of abetter society.

Nissanʼs Environmental Philosophy:
A Symbiosis of People, Vehicles, and Nature
・More efficient mobility
・Expansion in distance travelled

Sunlight
・Higher efficiency
・Renewables

・Reduced use
・Recycling

EnergyResources

Social &economic
activities

Nissanʼs Environmental Philosophy: A Symbiosis of
People, Vehicles, and Nature
In addition to deepening our understanding of the environment, we conduct
all of our operations, including production and sales, with consideration
for people, society, nature and the earth, as a means of contributing to thebuilding of a better society.

Ultimate Goal
We will manage the environmental impact caused by our operations andproducts to a level that can be absorbed by nature and pass on rich natural
capital to future generations.

What We Want to Be: A Sincere Eco-Innovator
Sincere: Proactively address environmental challenges and reduce our
impact on the environment.
Eco-Innovator: Develop a sustainable mobility society through innovativetechnology in products and services.

Emissions & waste
Within levels nature can absorb

Thermal radiation* Based on Beyond Growth: The Economics of Sustainable
Development, by Herman E. Daly

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Contents
Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Nissanʼs Understanding of Environmental Issues
Environmental and social issues are attracting more and more attention inrecent years. With the worldʼs population expected to reach 9.7 billion by
2050, society faces problems in areas such as poverty and hunger, energy,
climate change, and various conflicts. Among these, the problem of climatechange is considered to be the cause of widespread natural disasters that
occur frequently all over the world every year, thus it is more necessary thanever to curb the effects of climate change. To address these issues, the UN
adopted 17 Sustainable Development Goals (SDGs) and 169 targets, andthere are high expectations that corporations as well as nations will play amajor role in realizing the SDGs. Nissan supports the SDGs, as it recognizes
the growing importance of delivering safe, secure, and sustainable mobility
for all and providing value to society.
The auto industry is dependent on the global environment in complex anddiverse ways, while also having significant impact on the environment.
Nissan is tackling a range of issues to promote sustainability by advancing
measures to mitigate climate change and conserve energy, preserve air
quality and other natural capital, use mineral resources efficiently, properly
manage chemical substances, efficiently allocate scarce resources, andpromote good health. We are also improving our business to reduce ourdependence on fossil fuels.

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

As a global automaker, we take active steps to identify the direct and indirectenvironmental impacts of our activities, working with business partners
and society to minimize the negative impacts of our products and services
throughout their life cycle. We acknowledge that our activities and efforts
must be continuously improved and advanced; we seek to provide greater
value for society by delivering sustainable mobility for all while alleviating
environmental impacts associated with climate change, natural resource
dependency, water use, and other issues.

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Contents
Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Nissanʼs Strategic Approach to Environmental
Issues※To solidly contribute to global environmental issues, Nissan engages in direct
discussions with environmental experts, investors, NGOs, NPOs and otherorganizations throughout the world and identifies, We analyze opportunities
and risks facing the Company and decide on material issues recognized asimportant by both stakeholders and Nissan, contributing to the formulationof Nissanʼs medium- and long-term environmental strategies.
We identified three response priority areas as an automobile manufacturer:
energy sourcing, mineral material sourcing and water usage. We also
selected air quality as the scope of consideration as it is directly linked topeople's healthy lives.
These approaches respond to the SDGs* and contribute to their attainment.
Click here for more information on the Nissanʼs materiality including Environmental issues.
>>> P012* Click here for more information on SDGs Areas where Nissan's Environmental Strategy Mainly
Adds Value>>> P017※

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Priority Issues for Automobile Manufacturers Regarding
the Protection of Air, Water, Soil and Biodiversity
In October 2021, at the 15th Conference of the Parties to the Convention
on Biological Diversity (COP15) held in Kunming, China, discussions
focused on the various unprecedented and complex crises facing humanity,
including significant biodiversity loss, the degradation of land and sea, andpollution. That same year, University of Cambridge Emeritus Professor Sir
Partha Dasgupta published The Economics of Biodiversity: The Dasgupta
Review espousing the idea of introducing natural capital in to the economy,
which was referenced at the G7 Summit and contributed to influencing
international politics.
These international discussions are backed by scientific evidence acquiredin the worldʼs first Millennium Ecosystem Assessment conducted by theUnited Nations from 2001–2005. This assessment focused on two main
points, (1) the deterioration of global ecosystems, which is progressing at an
unprecedented rate and scale, and (2) ecosystems that create many services(ecosystem services) such as food, freshwater supplies, climate control andprotection from natural disaster, all of which substantially benefit humanity.
At the same time, Nissan incorporated the Corporate Ecosystem Services
Review*1 method, which considers the necessity of grasping the impact
and dependence of corporate activities on ecosystems, and launchedassessments of the overall value chain related including vehicle operation. In
2010, the results of research conducted with the United Nations University
were published in the report Ecosystem Services and the Automotive
Sector *2. Through these assessments, we identified three priority areason which we should focus as an automaker: Procurement of Energy,
Procurement of Material Resources and Usage of Water Resources. We also
estimate that in 2013, the use of water resources in the upstream resource

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Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

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Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

procurement process was more than 20
times the amount of water used by Nissan.
Ecosystem and biodiversity assessments
are reflected in revised materiality*3
decisions and incorporated into specificactions as Nissan Green Program policies
and strategies.

*1 Developed by the World Resources Institute (WRI) in cooperation with the World BusinessCouncil for Sustainable Development (WBCSD) and the Meridian Institute based on the UN
Millennium Ecosystem Assessment (MA).
*2 Click here to read “Ecosystem Services and the Automotive Sector”
https://www.nissan-global.com/EN/DOCUMENT/PDF/ENVIRONMENT/SOCIAL/ecosystem_
services_and_the_automotive_sector.pdf*3 Click here for more information on the Nissanʼs materiality including Environmental issues.
>>> P012

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Global Environmental Management Frameworkand Governance System
To promote comprehensive environmental management as a global company
while responding to a diverse array of environmental issues, Nissan has agovernance system built on dialogue and partnership with each region andmany corporate functions, as well as with a variety of stakeholders.
The Global Environmental Management Committee (G-EMC), co-chairedby a Board member, determines overall policies and the content of reports
put before the Board of Directors. Its meetings are attended by corporate
officers chosen based on the issues to be discussed. Executives also clarify
risks and opportunities at the corporate level and determine the specificprograms to be undertaken by each division, using the PDCA cycle tomanage and operate the environmental programs efficiently. Environmental
risks are regularly reported in the Internal Control Committee meetings tostrengthen corporate governance.
Corporations today are expected to disclose their environmental initiatives
and related decisions in a reliable and transparent manner. We actively
communicate with a broad range of stakeholders through our Sustainability
Report and by answering inquiries from various environmental rating
agencies.

Governance
Water Scarcity

Data / Index
Strengthening Our
Business Foundations

Third-Party Assurance

Global Environmental Management Framework
Dialogue with stakeholders
Major Issues

Climate Change
Resource Dependency
Air Quality

Product
Suppliers
and tech.
andProcurement Development

Manuf.
andLogistics

Sales
and
Offices

Use,
Service and
ELV

Water Scarcity
Nissan Global and Regional Environmental Management

Environmental Management Organization
Board of Directors

Global / corporate focuses
Plan

GlobalEnvironmental
Management
Committee

Act

Environmental
Strategy
Organization
Check

Functional / regional
focuses
PDCA

Do

PDCA

PDCA

Customers
Board ofDirectors

Employees

Shareholders andinvestors

NGOs / NPOs

Advisory
Meetings, etc.

Business
partners
National and local
governments

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Environmental Action Plan: Nissan Green
Program (NGP)
We first announced the Nissan Green Program (NGP) medium-term
environmental action plan in 2002 to achieve our environmental philosophyof “a Symbiosis of People, Vehicles, and Nature” and to ultimately reduce ourenvironmental dependence and impact to levels that nature can absorb.
Under NGP2016, launched in fiscal 2011, we fully achieved our targets forthe 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.

Governance
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Strengthening Our
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Evolution of NGPReducing
environmental
impact on urban
and regional areas

Reducing global
environmental
impact to a level
which can beabsorbed naturally
by the Earth

Reducing use ofresources and global
environmental impact
to a level which canbe absorbed naturally
by the Earth

Resolving social
issues to build abetter world* Click here for more information on NGP2022.
https://www.nissan-global.com/EN/SUSTAINABILITY/ENVIRONMENT/GREENPROGRAM/SUSTAINABILITY REPORT 2022

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NGP2022 Key Issues and Challenges
Based on environmental materiality analysis, Nissan has identified “climatechange,” “air quality,” “resource dependency,” and “water scarcity” asimportant issues under NGP2022. Furthermore, in order to contribute to
the resolution of these four important issues and create new value, we arealso working to strengthen the business foundation related to environmental
issues through stakeholder engagement aimed at understanding the needsof stakeholders.
NGP2022 discloses indicators and progress on initiatives related to thefour identified material issues every year. In addition to the development andproduction 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 andworking 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 societyʼs
expectations and to realize our long-term vision.

Governance
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Data / Index

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Strengthening Our
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・Water Scarcity: We aim for zero stress.

Reduce water consumption and manage water quality with monozukurithat is considerate of impact and dependency on ecosystems

・Climate Change: We aim for carbon neutrality.

Promote societyʼs decarbonization through vehicle electrification /intelligence and innovative future monozukuri
・Resource Dependency: We aim to eliminate the use of new material
resources.
Create systems for using resources efficiently and sustainably, as well as
services able to effectively utilize vehicles. (circular economy)
・Air Quality: We aim for zero impact.
Ensure cleaner exhaust emissions and create a comfortable incabin environment to protect human health and reduce the impact on
ecosystems

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Corporate direction

Environmental Policies
and Philosophy

Climate Change

Environmental
Air Quality

SocialGovernance

Resource Dependency

Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

NGP2022 Action Plan
Activities

NGP2022 Objectives

Activities

FY2021 Results

Climate change (Product)
Long-term vision: Realize carbon neutrality by 2050

1

2

Product CO2
emission
reduction

Solid EV
leadership

NGP2022 Objectives

FY2021 Results

7

Reduction of
CO2 emissions oflogistics

12% reduction of CO2 emissions
per production (vs. FY2005;
Japan, North America, Europe
and China)

Reduced by 27.9%

8

Reduction of
CO2 emissions at
offices (including
R&D sites)

12% reduction of CO2 emissions
per floor area (vs. FY2010)

Reduced by 26.7%

9

Reduction of
CO2 emissions at
dealers

12% reduction of CO2 emissions
per floor area (vs. FY2010;
Japan)

Reduced by 15.2%

Expansion ofrenewable energyuseExpansion of renewable energy
introduction

Consumption rate of renewableenergy at manufacturing plants
11.1%

40% reduction of CO2 emissions
from new cars (vs. FY2000;
Japan, U.S., Europe and China)

Reduced by 42.5%

ー

Nissan LEAF is the firstglobal mass market EV andaccumulated sales over 580,000
units, boasts the top EV sales inJapan.
Started sale of new innovative
EV Nissan ARIYA and plan
to sale of new Kei EV Nissan
SAKURA in FY221011

Cabin air quality
improvement

Promotion of research ontechnical solutions

Technology development
complete

12

Reduction of
VOC emissions
at manufacturing
sites

Promotion of VOC emission
reduction per paint area (vs.
FY2010)

Reduced by 39.3％

3

Support driverʼs
behavior

Promote development to improveactual fuel consumption

Completed developmentof practical fuel efficiency
improvement technology byindividual driver air conditioning
besides automatic support for
driving

4

Expansion ofvehicle usage

Global expansion of V2X forenergy management (Japan, U.S.
and Europe)

Promoted expansionof usage, including
demonstration experiments forcommercialization

Climate change (Corporate)

Air quality

Long-term vision: Realize carbon neutrality by 2050

5Overall reductionof CO2 emissions
from corporate
activities

30% reduction of CO2 emissions
per vehicle sold (vs. FY2005;
global)Reduced by 32.9%

6

Reduction of
CO2 emissions
at manufacturing
sites

36% reduction of CO2 emissions
per vehicle produced (vs.
FY2005; global)

Reduced by 23.4%

Resource dependency
Long-term vision: Reduce dependency on new materials by 70%

13Development ofbiomaterials

Promotion of research ontechnical solution

Development underway

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Corporate direction

Environmental Policies
and Philosophy

Activities

14

Proper useof chemical
substances

Climate Change

Environmental
Air Quality

SocialResource Dependency

NGP2022 Objectives

FY2021 Results

Implementation of the Alliancepolicy on chemical substancemanagement

Strengthened Alliance policy andcontinuous steady
implementation

16

New resource
usage
minimization
Expansion ofremanufacturedparts

More than 30% (in weight) of
a new vehicle to be non-new
material resources

Duplation of remanufactured item
coverage (vs. FY2016)

Water Scarcity

Activities

Data / Index

Third-Party Assurance

NGP2022 Objectives

FY2021 Results

Governanceenhancement

Implementation of ourenvironmental compliance policy

Adhered to environmental
compliance policy

23

Further applicationof LCA

Measure lifecycle environmental
impact of vehicle and newtechnology

Continuously monitored lifecycle
impact for environment from3 new models on 2021 andimplemented LCA management
process on product engineering

24

Engagement with
suppliers

Implementation of environment
data survey to promote
engagement and reduce
environmental impact

Promote supplier engagement
globally through CDP survey
and Environmental Activity
Explanation Meeting

25

THANKS activities
promotion

Further promotion of Supplier
THANKS activities

Continued to promote THANKS
activities

26

Nissan Green
Purchasing
Guidelines

Adoption of updated policy

Strengthen the Nissan Green
Purchasing Guidelines and its
adoption

27

Education
program for the
next generation

Global expansion of Nissan
Waku-Waku Eco school program

Conducted DVD distribution,
online education programs andonsite lessons in Japan.
Conducted environment programin Thailand

28

Collaboration
with NGOsfor ecosystemconservation

Enhancement of collaborationand partnerships with NGOs

Collaboration with WWF Japanand Care International Japan,
ｗhich are promoting ecosystemconservation

Promoted activities toward
NGP2022 target

Promoted activities toward
NGP2022 target

17

Expansion ofbattery reuse

Expansion of the EV battery
reuse business

Promoted EV battery reuse

18

Adoption of dieless forming

Plan and implement technicaldevelopment

Adoption to heritage parts

19

Waste reduction(manufacturing)BAU 2% (Japan) and BAU 1%(overseas) reduction of waste

Reduced by 9.0% (Japan)
Reduced by 9.6% (Overseas)

20

Waste to landfill
reduction(manufacturing)

Landfill ratio reduction

Reduced waste to landfill ratio
To 4.3% (global)

Water scarcity

21

Water withdrawal
reduction(manufacturing)

21% reduction of water
withdrawal per global production(vs. FY2010)

Reduced by 11.1%

Strengthening Our
Business Foundations

Business foundations

22
15

Governance

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Environmental
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SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Climate Change
Strategy for Addressing Climate
ChangeToward a Carbon-Neutral Society
In 2015, the UN Climate Change Conference (COP21) adopted the historic
Paris Agreement to keep the increase in global temperature to “well below”
2°
C.
At COP26 in 2021, “1.5°C,” which had been seen as an effort target, wasgiven more emphasis and “Secure global net zero by mid-century and keep
1.5°
C within reach” and was added.
Furthermore, the Sustainable Development Goals (SDGs) adopted by the
UN in 2015, like the Paris Agreement, also call for concrete measures toaddress climate change. Nissan is focusing on electrification of vehicles andinnovation in corporate activities to promote carbon neutrality throughout theentire life cycle together with our suppliers.

Nissanʼs Steps to Reduce CO2 Emissions
The business structure of the automobile industry is changing greatly in theface of demands to reduce CO2 emissions and dependence on fossil fuels.
Nissan has been proactively engaged in environmental responsiveness andthe creation of social value, such as reducing CO2 emissions and realizing
the practical use of electrification technologies. We will further developthese initiatives and promote global activities targeting carbon neutrality in
2050, aiming for 100% electrification by the early 2030s in key markets.
As a global automaker, Nissan considers emissions across the entire value
chain it shares with its suppliers, from procurement of raw materials totransportation and operation of vehicles. We understand how important it
is to balance environmental initiatives with business activities, and strive to
reduce emissions through new technology development, renewable energy,
use and other measures.
Climate change also greatly heightens customer needs for energy-efficientmobility. We are meeting those needs by clearing stringent CO2 emissions
regulations, as outlined in the Nissan NEXT*1 transformation plan callingfor annual aggregate sales of 1 million 100% EV and e-POWER vehicles by
fiscal 2023. In our corporate activities, we are actively advancing energysaving measures, shifting to climate-efficient logistics and introducing
renewable energy sources. Viewing these risks as opportunities, Nissan
announced it will achieve carbon neutrality in the vehicle life cycle by
2050 as a long-term vision for climate change. We will realize a carbonneutral future by promoting the electrification of automobiles and pursuing
the sustainability of our business activities in line with the expansion ofrenewable energy and charging infrastructure in society.

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In addition, Nissan has established a medium-term environmental action plan
NGP2022*2 as its strategy, which runs through 2022, and has developed
various future climate change scenarios to strengthen the resilience of its
climate change strategy.
*1 Click here for more information on Nissan NEXThttps://www.nissan-global.com/EN/COMPANY/PLAN/NEXT/*2 Click here for more information on the Nissan Green Program 2022 (NGP2022)
https://www.nissan-global.com/EN/SUSTAINABILITY/ENVIRONMENT/GREENPROGRAM/

Governance
Water Scarcity

Data / Index
Strengthening Our
Business Foundations

Third-Party Assurance

Efforts at Every Link in the Value Chain
As a global automaker, Nissan considers CO2 emissions across the entire
value chain it shares with its suppliers, from procurement of raw materials
to transportation and operation of vehicles. We understand how important
it is to balance environmental initiatives with business activities, and strive
to reduce CO2 emissions through new technology development, renewableenergy use and other measures.

CO2 Emissions in the Value Chain*
Suppliers

Production

Logistics

19.520
million tons

2.610
million tons

1.483
million tons

Reducing CO2 emissions from corporate activities

Offices,dealerships
0.619
million tons

Vehicle usage180.880
million tons

Recycling

Reducing CO2 emissions from products and service* Actual emissions in 2018.

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Climate Change Scenario Analysis toStrengthen Strategies for 2050 Society
Nissan's efforts toward the environment have achieved continuous results byconsistently reaching milestones back-casted from our Long-term Vision.
However, compared to 2006 when we formulated the Long-term Vision
based on the 2°
C scenario from the Intergovernmental Panel on Climate
Change (IPCC) report, the threat of extreme weather due to climate change
is increasing, thus we believe it is necessary to enhance our strategy andmake it more resilient amid growing uncertainties.
The scenario analysis conducted for the purpose of strategic enhancements
assumes societies based on the 4°
C and 2°
C scenarios presented in theInternational Energy Agency (IEA) time horizon up to 2050 and the
1.5°
C scenario in the IPCC special report. Furthermore, in consideration offactors including changes in customer and market acceptance, tightening
automobile regulations and the transition toward clean energy, Nissanʼsbusiness activities, products and services were examined in terms ofstrategic resilience to the opportunities and risks posed by climate change inthe following four steps.

Four Steps for Review• Evaluate past materiality, investigate risk factors with a decisive

impact on the automotive sector due to climate change indocumented studies and define main drivers in categories suchas population, economy, geopolitics, climate change policy andtechnology.
• Categorizing main drivers into physical risks and transition risks, thenconsidering the trade-off relationships of each, we confirmed thedegree of risk in three scenarios where the average temperature on

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Earth increased by 1.5°
C, 2°
C and 4°C.
• Based on the degree to which the automobile sector was impacted

and the timeline, items with a more substantial impact were screened
from the main drivers.
• Changes, conditions, and effects were adjusted in each scenario toprovide guidance based on qualitative evaluation of the elements
necessary for enhancing strategies.
As a global automobile company, it will be more than 170 countries andmarkets where our production facilities operate and our products areprovided, therefore we will get the impact from climate change all over theworld. When taking a comprehensive perspective of this scenario analysis,
even the market infrastructure, regulations and actual usage are different,
Nissan's electrification and other related advanced technologies have thepotential to create opportunities for effective capabilities in scenarios otherthan 2°
C. Nissan has come to recognize once again the importance of further
accelerating efforts toward this realization as well as the fact that activities
integrated with the supply chain are essential for responding to risks.
In particular, the expansion of zero-emission vehicles is not only a major
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
management and disaster mitigation and prevention. Nissan believes this will
create value for society and business.
However, if the societal response to climate change is delayed, possible
transition risks include transition additional policies and regulations fora decarbonized society, increases in R&D efforts and changes in market
demand or corporate reputation among other transition risks, and physicalrisks such as an increase in extreme weather and rising sea levels may leadto cost increases and declines in vehicle sales that have the potential to

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substantially influence on our financial situation.
To avoid risks such as these to the extent possible and create future
opportunities, Nissan is leveraging knowledge gained from scenario analysis
for use in actual activities and reviewing strategies for expanding resilience.
We believe it is important to more clearly and accurately communicate these
impacts and the strategies considered to investors and other stakeholders.
Nissan supports the TCFD's recommendations and will strive to disclose
information in line with its recommended framework. (TCFD: The Task Forceon Climate-related Financial Disclosures)
In fiscal 2021, we have started a financial impact assessment, based on the
scenario analysis that we have already disclosed. Below are the results of
our assessment of the impact of carbon taxes.
Background of Financial Impact Assessment Scenario Selection
Pricing for CO₂ emissions is progressing, and an increasing number ofcountries and regions are introducing carbon taxes. Although the level oftaxation and the industries subject to the tax vary by country and region,
this analysis will focus on the financial impact of the carbon taxes due to its
significant impact on companies.

Governance
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Strengthening Our
Business Foundations

Evaluation of calculation methods and estimated taxes, assumptions
In our calculations, we referred to the IEA report and other reports on carbon
taxes as the basis for our carbon tax projection.
The carbon tax on GHG emissions in 2030 was calculated by comparing
cases where:
1) Corporate activities as of 2018 have been continued, and
2) The Nissan Green Program promotes environmental activities and theimpact of annual carbon tax could be curbed
Risk: Expanded impact of carbon taxes

Increased burden of energy costs

2030 Carbon tax generated on CO2 emissions/per single year
If corporate activities as of2018 are continued

If initiatives to address environmental
issues are promoted through the NGP

Impact on carbon tax in a single year: Approx. ¥10 billion

Impact on Business Outlook
We estimated that the carbon tax impact of Scope 1 & 2 could be kept
to approximately ¥10 billion if the environmental issues addressed in the
Nissan Green Program were implemented, compared to the case where
GHG emissions were not reduced.

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Response Strategies
Nissan has been promoting the Nissan Green Program for about 20 years toaddress environmental issues and has achieved a 32.9% reduction in CO2emissions per vehicle in fiscal 2021 compared to the fiscal 2005 level.
The EV36Zero, announced in July 2021, which creates an ecosystem for EV
production, and the Nissan Intelligent Factory, announced in October thatyear, are concrete examples of Nissan's future roadmap. We are working
toward energy reduction, making manufacturing facilities more efficient, andapplying electrification technology while expanding the use of alternative
energy sources such as renewable energy, bioethanol, and solid oxide fuelcells (SOFCs).
In addition, we will assess the impact of the transition to decarbonization,and promote activities that take into account a just transition that does nothave negative impacts, thereby achieving carbon neutrality.
We will continue to improve the accuracy of our scenario analysis methods
and expand the scope of clients to be analyzed to more accurately ascertain
the amount of risk.
We will further enhance our disclosure of information to concretize our vision
for 2030, and promote our initiatives while placing importance on dialogue
with our stakeholders.

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Envisioned scenarios and associated opportunities and risks
Scenario
Assumption

Area ofimpactPolicies andregulations

C
1.5°

Technologicalchanges

Business Activity Opportunities and Risks Related to
Ongoing Climate Change
Respond to further tightening of vehicle fuel efficiency
and exhaust gas regulations, develop electric powertraintechnologies and may influence production costs
Increased burden of energy costs due to expansionof carbon taxes, expand investment in energy-saving
equipment as policy
Cost effects of utilizing next-generation vehicle technologies suchas in-vehicle batteries and other EV-related technologies as well as
expanding autonomous driving technologies
Increased demand will affect supply chains for rare earth metals
used for in-vehicle battery material and cause an increase instabilization costs

Marketchanges

Changes in consumer awareness leads to reduce new vehicle sales
due to the selection of public transportation and bicycles and thetransition to mobility services.

Opportunities

Expand the provision of power management opportunities with
Vehicle to Everything (V2X), an EV energy charging/discharging
technology, and redefine the value of EV, especially with Vehicle to
Grid (V2G)

Extremeweather

The impact on the supply chain and the operation of production
bases due to extreme weather such as heavy rain and drought will
increase property insurance costs and air conditioning energy costs

Opportunities

The need for securing emergency power sources using EV batteries
is increasing as a disaster prevention and mitigation measure

4°
C

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Product Initiatives
Policies and Philosophy for Product Initiatives
Our Long-Term Vision
Based on the IPCC Fourth Assessment Report, Nissan made its own
estimation, and in 2006, set a scientifically-based long-term CO2
emission reduction target for new vehicles by 2050. Recognizing that thiswould require drastic reduction of “well-to-wheel” CO2 emissions fromnew vehicles, we set about developing a new scenario for powertraintechnologies. Additionally, under the Nissan Green Program 2022
(NGP2022), to remain on track with the 2050 target, we are aiming to
reduce CO2 emissions from new vehicles by 40% compared to fiscal 2000
by 2022 (in Japan, the U.S., Europe and China).
As a global leader in technological advancements through theelectrification of our products, we believe we can substantially contributeto global efforts to keep the temperature increase “well below” 2°
C. These
initiatives also reinforce the sustainability of our own business.
Although NGP2022 has achieved a certain success, the IPCCʼs Special
Report published in 2018 pointed out the impact of 1.5°
C of global warming
and related global greenhouse gas (GHG) emission pathways on the Earth
as a whole. Furthermore, governments, municipalities, and customers in eachmarket have even higher expectations for carbon neutrality.

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Strengthening Our
Business Foundations

Nissan is working toward higher goals by aiming for carbon neutrality in thevehicle life cycle and all business activities by 2050. As a milestone toward
the realization of this goal, in January 2021 we announced that Nissan has
set the goal of achieving carbon neutrality across the companyʼs operations
and the life cycle of its products by 2050. As part of this effort, by theearly 2030s every all-new Nissan vehicle offering in key markets will beelectrified.

CO2 Reduction Scenario
CO2 emissions from new cars

Well-to-Wheel CO 2 emissions
reductions with future powertrains

（%）
100

（%）
100

30% 40%

80

80

60

60

40

Renewable
electricity

40

20

Carbonemissions
offset

20

0

2000
base

2016 2022

2050
(FY)

Non-hybrid
vehicleHybridvehicleElectric
vehicle(EV)

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Pursuing a Zero-Emission Society
Electric vehicles (EVs) demonstrate that what is good for drivers and theplanet is also good for business. Widespread use of zero-emission vehicles,
which produce no CO2 tailpipe emissions during operation, is an effective
way of moving toward a sustainable society. The auto industry must go
beyond simply producing and selling these vehicles to help establish theinfrastructure necessary to make them economical to use. No company
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 aretaking a comprehensive approach that involves boosting production andsales of zero-emission vehicles along with other activities coordinated witha variety of partners to popularize their use. We are committed to becoming
a leader in the field of zero-emission vehicles. Not only are we increasing
our development and production of zero-emission vehicles, we are forging
numerous zero-emission partnerships with national and local governments,
electric power companies and other industries to promote zero-emission
mobility and explore how the necessary infrastructure can be built.
We participate in a comprehensive range of vehicle-related initiatives,
including the development of lithium-ion batteries, secondary use andrecycling of batteries, construction of vehicle-charging infrastructure,
helping to make smart grids a reality and standardization of charging
methods with other manufacturers.
Increasing uptake of zero-emission vehicles will bring lifestyle changes that
lay the groundwork for a new mobility society. We provide more than just EVs
themselves; we also embrace the new values that they represent.

Governance
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Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Building a Zero-Emission Society with EVs

Battery secondary use
Zero-emission vehicle
engineering, manufacturing

Construction of vehicle-charging
infrastructure

Secondary use and recyclingof batteries

Establishing Leadership in the EV Sector
Our commitment to sustainable mobility addresses concerns over climatechange and supports the sustainable growth of the company.
Our 2010 launch of the first Nissan LEAF made us pioneers of massproduced EVs. Since then, we have sold more than 810,000 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 tocustomers 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 customersʼ lifestyles, and developed the
Nissan Energy solution for enjoying life with an EV to the fullest. Together,
these initiatives created what we call the Nissan EV Ecosystem.
As we continue to strive for a zero-emission society, we will expand anddevelop the Nissan EV Ecosystem even further.

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Contents

Corporate direction

Environmental Policies
and Philosophy

Environmental

Climate Change

Air Quality

SocialResource Dependency

Nissan EV Ecosystem
Nissan EV Ecosystem

Nissan EVs

Nissan Energy

Nissan Energy Supply

Nissan Energy Share

Nissan Energy Storage

Provides a range of charging
solutions to promote
convenience and peace ofmind for EV owners.

Enables customers to use theelectricity stored in thehigh-capacity batteries of
Nissan EVs for various
purposes. Electricity can be“shared” with homes,
workplaces and local
communities to provide newvalue to everyday life.

The lithium-ion batteries usedin Nissan EVs are highly
functional even after the endof their first life powering an
EV. With an eye to further
adoption of EVs in the future,
we are working on initiatives
for secondary use.

Managing Actions through Products
Key Activities in NGP2022
The CO2 emissions of a vehicle in use are influenced not only by engine
performance and fuel type but also by traffic conditions and driving skills.
Decarbonizing society will require new vehicle usage patterns. Nissan takesa threefold approach to product development aimed at mitigating real-world
CO2 emissions that addresses vehicle, driver, and new mobility value.
1. Adopt cleaner energy to reduce vehicle CO2 emissions
Extend electrification across all brands under the Nissan Intelligent Mobility
strategy.*1 EV lineup and deploy e-POWER technology in core Nissan
products.

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Strengthening Our
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2. Promote technology-based driver assistance and accelerateconnected car development and commercialization
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 guidancetechnologies based on real-time information from departure point to finaldestination.
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 (commercializationin 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.nissan-global.com/EN/INNOVATION/TECHNOLOGY/ARCHIVE/NIM/*2 V2X: Vehicle to Home, Vehicle to Grid etc. are collectively called as V2X. One example ofV2X technology is Vehicle to Grid (V2G), which allows smart optimization of electricity supply
according to demand.

Nissanʼs Vehicle-to-X (V2X) is a technology that efficiently utilizes
the electrical energy stored in the batteries of electric vehicles bytransferring it to the Smart Grid via bi-directional chargers.
Renewable energy sources such as solar and wind power will drive
carbon neutrality. Still, they are also challenging to manage, as
fluctuations in power generation can lead to surpluses or shortages.
Electric vehicles' batteries can absorb fluctuations by charging anddischarging this valuable electricity to be used more stably in Smart
Grid. Also, with its application in times of disaster, the value andpotential of V2X are expanding.

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialGovernance

Resource Dependency

Water Scarcity

Data / Index

Third-Party Assurance

Product Initiatives: Achievements

CO2 Emissions from New Vehicles (Global)*

Toward a 40% Reduction in New Vehicle CO2 Emissions（%）

In fiscal 2021, CO2 emissions in Nissanʼs main markets of Japan, the U.S.,
Europe, and China were 42.5% lower than fiscal 2000 levels. In particular,
fuel efficiency has improved compared to fiscal 2020 due to the introductionof new models in the China and Europe.
Nissan strives to develop technologies that maximize the overall energy
efficiency of conventional internal combustion engines and improvetransmission performance. We are also working to boost the efficiency ofelectrification systems that capture and reuse kinetic energy from braking.
Electrification is just one of our concrete monozukuri initiatives in technicalinnovation. We select the optimal fuel economy technologies for particularvehicles, taking into consideration factors like space within the vehicle,
usage, and economics, and bring them to market. Our goal is to reduce both
fuel consumption and CO2 emissions without sacrificing the pleasure andease of driving.
As a result of these initiatives, we achieved over 40% reduction in CO2emission compared to fiscal 2000 levels with 1 year early to target.

100-42.5％reduction

100

95

Strengthening Our
Business Foundations

90.1

90
85
80
75

70.1

70

67.6

67.4
66.6

65

67.0

65.2

62.6
57.5

60
2000

2005

2014

2015

2016

2017

2018

2019

2020

2021

（FY）

* Reduction in CO2 emissions calculated by Nissan.

* From new vehicles in the Japanese, U.S., European, and Chinese markets

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Nissanʼs Electrification Technologies forAchieving Carbon Neutrality
Accelerating the Advancement and Promotion ofElectrification Technologies
By the early 2030s every all-new Nissan vehicle offering in key markets will
be electrified as we pursue further innovations in electrification.
Nissan calculations show that electrified vehicles can reduce CO2 emissions
over their entire life cycle relative to gasoline-powered vehicles of the sameclass―from the extraction of raw materials, manufacturing, logistics, anduse to end-of-life disposal. By contributing to the shift to renewable energy,
electrified vehicles play an essential role beyond transportation in helping toachieve 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 beinstalled in various vehicle models.

Governance
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Strengthening Our
Business Foundations

EV Evolution from the Nissan LEAF to the Nissan ARIYAThe Nissan LEAF is a zero-emission vehicle, emitting no CO2 or otherexhaust when driving. Since its launch in 2010, it has earned high praise
for the smooth, strong acceleration and quiet operation of its electric motor
powered by a lithium-ion battery. Cumulative global sales of the Nissan
LEAF, which celebrate its 12th anniversary in 2022, has exceeded 580,000
units (as of the end of March 2022).
We believe this is the result of customers appreciating Nissanʼs unique EV
characteristics, such as zero CO2 emissions while driving, low driving andother running cost, and excellent driving performance such as accelerationand steering stability.

Nissan LEAF

Nissan ARIYA* For more information on Nissan LEAF lifecycle assessment.
>>> P090

Nissanʼs first crossover EV, the Nissan ARIYA, is a further refinement oftechnologies cultivated in the Nissan LEAF, resulting in an advanced EV thatcombines powerful acceleration and smooth, quiet operation to make themost of the EVs unique qualities.
The newly developed powertrain boasts superior performance. The newly
developed motor reduces energy consumption during high-speed cruising,

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

realizing a range of up to 610 km*1 (2WD 90 kWh battery-equipped model
WLTC mode, Nissan measurement*1) . Supporting quick charges up to 130
kW, the addition of a water-cooled temperature control system keeps thetemperature of the battery more constant to enable charging sufficient for
distances up to 375 km with a quick charge of 30 minutes *2.
*1 The distance ranges referenced in this report are Nissan measurements prior to certification
and are subject to change until the starting sales.
*2 Using a CHAdeMO quick charger capable of 130 kW output or above. Charging times andamounts subject to change based on conditions such as battery state of health.

Lower cost powertrains are essential for broader EV adoption, but battery
technical innovations in particular are a major issue. Specifically, Nissan
will further promote the development of battery materials that reduce
the amount of costly cobalt used. We are also conducting research anddevelopment on all-solid-state batteries which have the potential todramatically improve safety and reduce costs.
Depending on the spreading of EVs, the utilization of used battery will be
the next issue and its market will also expand. 4R Energy Corp., which isfunded by Nissan, established a plant in Namie, Fukushima Prefecture, andhas been developing technologies for the reuse of used batteries. Nissan isalready creating a business model in which used batteries collected from themarket are sorted according to their condition and performance and supplied
to various secondary users, passing on the value of reused batteries
to customers. We will drive the increased spread of electric vehicles by
expanding this model into a business and further reducing the hurdles to EV
ownership for customers.

Governance
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Strengthening Our
Business Foundations

Enhancing Our 100% Electric Motor-Powered
e-POWER Drivetrain
The e-POWER system combines an electric motor, which drives the wheels,with a gasoline engine that charges the vehicleʼs battery. e-POWER is atechnology that achieves both the smoothness and strength of 100% motor
drive and top-level fuel efficiency. It also offers driving comfort similar to thatof an EV, making e-POWER a new powertrain completely different from thehybrid systems commonly used in previous compact cars.
Also, because the engine and tires are not directly connected, power can begenerated at the most efficient engine settings (RPM, load), resulting in topclass fuel economy*.
The driver can accelerate or decelerate simply by using the accelerator
pedal, and the regenerative brake system also helps improve fuel economy
by charging the battery.
* As of when the model first went on sale, as measured in WLTC mode: Note e-POWER, 29.5km/L.

In November 2016, in Japan, we launched the first vehicle to feature ourinnovative e-POWER drive system: the new compact Note e-POWER. In
March 2018, the e-POWER system was further expanded to the Serena
e-POWER, also for the Japanese market. In June 2020, it was expanded
to the Nissan Kicks. In December 2020, we launched the all-new Note,equipped with the second-generation e-POWER system. Furthermore, theNote Aura was launched in August 2021.
The Note and the Note Aura won the 2021-2022 “Japan Car of the Year”,“RJC Car of the Year” at the 31st Annual (2022) RJC Car of the YearAwards, and “2021-2022 Japan Automotive Hall of Fame Car of the Year”,
while the second-generation e-POWER installed on both models won the“RJC Technology of the Year 6 Best.”

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Corporate direction

Environmental Policies
and Philosophy

Additionally, global
expansion of
e-POWER-equipped
vehicles is progressing,starting with theaddition of e-POWER
models on the Slyphy
for China and Qashqai
for Europe.

Environmental

Climate Change

Air Quality(g-CO2/km)

Note

90

SocialResource Dependency

80
70

62.4

60.8

50
40

Previous NOTE
Previous NOTE
Gasoline engine model e-POWER model

Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

The Growing Importance of Commercial Vehicle
Electrification

88.6

60

Governance

New NOTE
e-POWER model* CO2 emissions calculated from the fuel consumption rate in
JC08 mode (measurement method of Japanʼs Ministry of Land,
Infrastructure, Transport and Tourism).

Going forward, e-POWER will continue to evolve as a technology that canbe installed in a wide range of vehicle models while balancing environmental
performance and driving performance at a high level. We are developing
technologies that achieve the worldʼs highest level of 50% thermal efficiency
with a next-generation engine dedicated to power generation for e-POWER
and we promote technological developments enabling further reductions in
CO2 emissions (fuel efficiency improvement).

It is estimated that commercial vehicle sales, which account for 25% ofautomobile sales, will increase to 50% in 2030, thus commercial vehicle
electrification is important for carbon neutrality*1.
From June 2014, Nissan was first to sell the EV multipurpose commercial
van e-NV200 in European countries and Japan. Compared to commercial
vehicles based on internal combustion engines, the e-NV200 is able toreduce running costs and offer superior environmental responsiveness,
including consideration for the impact of noise on the surroundings.
Furthermore, the e-NV200 has power outlets in two locations drawing up
to a total of 1,500 W of electricity from the onboard engine for electricalgeneration, which can be used to secure power on the go in business,for outdoor events and leisure activities, such as for refrigerators when
outdoors or camping, as well as a power source in the event of a disaster.
On construction sites, noise problems can be alleviated as there is no need
to use an engine-powered generator. In Europe, Nissan is proposing a
concept combining comfort and practicality through self-sufficient electricity
to enhance outdoor activities in winter with the e-NV200 Winter Camper
concept making it possible to charge the 220-volt battery using solar panels
mounted on the roof.
Additionally, in 2020 the Tokyo Fire Department will begin using a zeroemission EV ambulance based on the NV400. Since ambulances must
reduce the physical discomfort for both patients and paramedics, andbecause they need to be equipped with precision medical equipment, Nissan
thinks quiet EVs with low vibration have strong merits. As this vehicle isalso equipped with two lithium-ion batteries providing 33 kWh and 8 kWh,
it is possible to operate electrical equipment and air conditioners for longer

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

periods of time. It also enables these ambulances to be used as a mobile
power source in the event of a power outage or disaster.
Going forward, Nissan will continue to expand its lineup of electriccommercial vehicles, including the introduction of next-generation smallvans utilizing the Renault-Nissan-Mitsubishi Motors Alliance platform, andpromote the manufacture of commercial vehicles with zero emissions.
*1 Based on PwC Consulting LLC research

As a mobile power source, the e-NV200 has a range Zero-emission EV ambulanceof business applications.
based on the NV400

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Strengthening Our
Business Foundations

Progress in Plug-In Hybrid Vehicles
Plug-in hybrid electric vehicles (PHEVs) are hybrid cars that can run
on electricity charged from an external source as well as fuel. With thiscombination of engines and electric motors, they provide motor operationequivalent to EVs. We are actively developing PHEVs, leveraging Alliancetechnologies with a view to launching them in the future.

Fuel-Cell Electric Vehicles
Powered by electricity generated from hydrogen and oxygen, fuel-cellelectric vehicles (FCEVs) are another type of zero-emission vehicle that
does not produce CO2 or other harmful emissions. We believe that, as partof building a sustainable mobility society, both FCEVs and EVs are viableoptions from an energy diversity perspective.
In alignment with Japanese government policies, we joined forces with
Toyota Motor Corporation, Honda Motor Co., Ltd., 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 ensurethat infrastructure developers, automakers, and investors all do their partto support the successful strategic deployment of hydrogen stations andeffective operation of the hydrogen station business in Japan.
In June 2016, Nissan unveiled an e-Bio Fuel-Cell system that runs onbioethanol electric power. The new system features a solid oxide fuel-cell(SOFC) power generator. SOFC technology can produce electricity with highefficiency using the reaction of oxygen with multiple fuels, including ethanoland natural gas.
SOFCs can use a variety of fuels, enabling the use of existing fuel

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

infrastructure, and have the advantage of presenting relatively low hurdles
in terms of infrastructure adoption. Because our technology combines theefficient electricity generation of SOFC with the high energy density of liquid
fuels, it can enable driving ranges on par with gasoline-powered vehicles.
Commercial users that require higher uptime for their vehicles should
increasingly be able to take advantage of this solution thanks to the shortrefueling times it offers.

Weight-Reduction Technologies Supporting Carbon
Neutrality
Along with improving the efficiency of batteries, engines, and electric
powertrains, reducing the weight of vehicles is important for reducing CO2
emissions.
Nissan is working on weight reduction in three ways: substituting materials,
developing better forming and joining techniques, and optimizing vehicle
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
for the body frame components on a wide range of vehicle models, from “kei”
minicars to the INFINITI.
In 2018, we adopted 980 megapascal (MPa) Ultra-High-Tensile Strength
Steel with High Formability, which features further improvements in collisionenergy 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-HighTensile Strength Steel with High Formability to the Rogue and use of UltraHigh-Tensile Strength Steel with increased strength up to 1,470 MPa to

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Strengthening Our
Business Foundations

the Note. We use aluminum materials for hoods and doors to the Rogueand Qashqai in a closed loop recycling process*1. The recycling of waste
aluminum is an environmentally friendly technology that can save more than
90% of energy required to make a comparable amount of aluminum fromraw materials. We are promoting the use of these technologies in a wide
range of vehicle models to reduce weight and contribute to the reduction ofenergy consumption by reducing the amount of materials used and engaging
in recycling.
The e-POWER system, which employs a newly designed motor and inverterin line with structural optimization, has been adopted for the new Notereleased in 2020. This realizes vehicle weight reductions of 15% for the
motor and 30% for the inverter while increasing output by 6%. Nissan
will continue to proactively develop lightweight technologies to lower CO2
emissions and reduce dependence on newly mined resources in order toachieve carbon neutrality.
*1 Closed loop recycling process: The reuse of waste and scrap generated during manufacturing
and used products collected in-house as materials for parts of the same quality or reuse insimilar products.
* Click here for more information about aluminum recycling activities.
>>> P069

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Contents

Corporate direction

Environmental Policies
and Philosophy

Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Initiatives for Partnerships with Society

Nissan Energy Share

Nissan Energy: Solutions that Enrich Life and Society
with EVs

The electricity stored in the Nissan EVʼs battery can do more than just powera vehicle; it can be shared with homes, buildings, and local communities
through bi-directional chargers.
Using inexpensive electricity in the evening during off-peak periods andexcess electricity generated by solar panels during daytime reduces
electricity costs and helps promote a model of local generation of electricity
for local-consumption.
Furthermore, Nissan Energy Share makes it possible for EVs to provide
backup power during blackouts or emergencies.
Local communities can connect multiple EVs to regional power grids tocharge or discharge electricity in accordance with power supply and demandbalance, which contributes to the stability of a communityʼs power supply
and promotes renewable energy use. EVʼs high-capacity batteries have highpotential for usage as social infrastructure, by storing renewable energy likesolar power for which generation is difficult to control.

As part of our efforts to help build the EV ecosystem, we launched agroup of solutions we call Nissan Energy. Nissan Energy has three main
components, each of which is designed to support our customersʼ lifestyles
with EVs in a different way.

Nissan Energy Supply
Nissan Energy Supply includes various electric charging solutions that bringease and convenience to the lifestyles of our EV customers.
The majority of our EV customers find it convenient to charge their EVs athome. To help ensure that our vehicles can be safely charged, we guidecustomers to use suitable charging equipment and engage qualified
installers to install electrical outlets dedicated to EVs.
The Nissan LEAF, which offers an ample driving range for daily use, utilizes
a fast-growing charging network, providing drivers with confidence during
longer distance drives and short outings.
Our dedicated EV app lets customers find and check the real-time status ofcharging stations. This not only makes charging easier and more convenient
but also provides a seamless charging experience. As of the end of May
2022, approximately 49,100 quick chargers conforming to the CHAdeMO
protocol have been installed worldwide.
Click here for more information about CHAdeMO protocol.
https://www.chademo.com/

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Global Spread of Nissan Energy Share

Nissan Energy Storage

Nissan participates in collaboration with electric power companies andothers in demonstration projects around the world to verify how Nissan EV
charge and discharge control (V2G or Vehicle to Grid), which is connected to
power systems, help stabilize the supply and demand of electricity in society
and the extent of economic and environmental benefits.
In the U.K., in conjunction with the electric power company E.ON, we
conducted a project to install bi-directional chargers on-site at Nissan
Technical Center Europe and verify compatibility between V2G and theefficient operation of company-owned vehicles (e4Future Project). We havealso finished a project with the electric power company OVO Energy toinstall bi-directional chargers 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 including a
V2G project (REVS Project) aimed at frequency stabilization in the Australian
Capital Territory implemented with the electric power company ActewAGL
and the local government, and building energy management services (V2B
or Vehicle to Building) in collaboration with U.S. charging service provider
Fermata Energy among other initiatives with our partners to increase anddisseminate the value of EVs as batteries throughout the world. Based on
results obtained from projects in each region, Nissan wants to maximize theefficacy and economic benefits of EV charging and discharging operations
and make Nissan Energy Share into a business as soon as possible.

Nissan EV batteries offer high performance even after being used in cars.
As more and more customers switch to EVs, the supply of batteries capableof secondary use is expected to increase significantly.
In 2010, Nissan, as an EV pioneer, joined forces with Sumitomo Corporation
to establish 4R Energy Corporation, which specializes in repurposing lithiumion batteries. The intention is to fully utilize resources by promoting the four
Rs of lithium-ion batteries ̶ reuse, resell, refabricate, and recycle ̶ with theaim of building an efficient cycle of battery use.

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Reuse System Realized Using EV Batteries

Launched Testing to Expanding EV Usage in California

In conjunction with 4R Energy Corporation, Nissan aims to create secondary
usage method business models compatible with the capacity changes ofindividual Nissan EVs and batteries that will be fully utilized (cascade reuse)throughout the EV life cycle.
In September 2019, Nissan and 4R Energy announced the establishment of
a new solution for fixed storage batteries built with used batteries from the
Nissan LEAF. To get started, we launched a proof-of-concept demonstrationof “procuring electric power from renewable energy” at 7-Eleven stores in
10 locations across Kanagawa Prefecture. Under this scheme, 7-Elevenintroduced package consisting of the Nissan LEAF EV and fixed storage
batteries built with used batteries from the Nissan LEAF. The Nissan LEAF,
which will be introduced as a commercial vehicle, will become a stationary
storage battery after its use as a car has ended. The introduction of a
package like this facilitates the creation of a circular system that takes
into account the reuse of batteries. 4R Energy has developed a stationary
storage battery with Vehicle to Everything (V2X) functionality, representing
a further advance in the aforementioned stationary storage battery, and inline with CO2 reductions during regular operations, Nissan is promoting the
introduction of this package in a wide range of companies and municipalities
as equipment to be used in BCP response for emergency situations.
Furthermore, East Japan Railway Company will introduce recycled lithiumion storage batteries (EneHand Green) as a power source for railroad
crossing security equipment, reusing modules from the 24kWh usedbatteries in the Nissan LEAF. This power supply unit contributes to therealization of an eco-friendly, circular system through the use of recycled
batteries, while achieving a longer service life and lower operating costs
compared to conventional lead-acid battery power supplies.

Californiaʼs active promotion of five million zero-emission vehicles by 2030
has helped make it the U.S. state with the largest volume of private EV
sales. Even so, drivers still tend to use EVs for short-distance travel such as
shopping or commuting. At the request of the New Energy and Industrial
Technology Development Organization (NEDO), and with the California
governmentʼs cooperation, Nissan Motor Co., Ltd. (NML) and Kanematsu
Corporation started a project in November 2016 in partnership with U.S.
charging infrastructure service provider EVgo to install over 57 fast chargers
in more than 26 new locations along one of Californiaʼs most important travel
arteries. At the same time, the project created information service systems
to guide EV users to the most appropriate fast charger. These initiatives arepart of a pilot business to demonstrate the efficacy of expanding the driving
range of EVs. The project was designed to expand the driving range of EVs
to include intercity travel, and ran until September 2020, collecting andanalyzing a range of EV data to establish models for further expansion of EV
usage.

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Corporate Activity Initiatives

Nissan is taking steps to reduce its greenhouse gas emissions from
corporate activities by promoting energy efficiency measures and also theuse of renewable energy.
Based on calculations incorporating the findings of the Fourth Assessment
Report from the Intergovernmental Panel on Climate Change (IPCC), Nissanestablished the goal of reducing its overall corporate CO2 emissions by
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 by2022. Manufacturing is our largest emissions source, but we are also aiming
to reduce greenhouse gas emissions from logistics, offices and dealerships,
by setting targets and taking action in each area.

Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Long-Term Vision and Road Map
In January 2021, Nissan set targets for realizing carbon neutrality in thevehicle life cycle by 2050.

Policies and Philosophy for Corporate Activity
Initiatives
Reducing CO2 Emissions from Corporate Activities

Governance

NGP2022 Long-Term Vision
100%

100%

20% 30%CO2 per vehicle

Contents

2005 base2016 2022

2050

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Corporate direction

Environmental Policies
and Philosophy

Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Management of Corporate Activity Initiatives

Corporate Activity Initiatives: Achievements

NGP2022 Objectives

32.9% Reduction in CO2 Emissions from Corporate
Activities

Targets for each link in the value chain under the Nissan Green Program
2022 (NGP2022) aimed at achieving our long-term goal of carbon neutrality
in the vehicle life cycle by 2050 are as follows:

Overall(Manufacturing, Logistics, Offices, Dealerships):
30% reduction in CO 2 emissions from global corporate activities by 2022
(vs. 2005/per vehicle sold)

Manufacturing
36% reduction in CO2emissions from global
manufacturing sites by
2022 (vs. 2005/per vehicle
manufactured)

Logistics
12% reduction in CO2emissions from logistics
in Japan, North America,
Europe, and China by 2022
(vs. 2005/per vehicle
manufactured)

Offices

Dealerships

12% reduction in CO2emissions from global offices
by 2022 (vs. 2010/per floorarea)

12% reduction in CO2emissions from dealerships inJapan by 2022 (vs. 2010/per
floor area)

The scope of management regarding climate change through corporate
activities includes all vehicle and parts production sites, logistics activities,
office locations, and sales companies within the consolidation scope,
including subsidiaries and affiliates.
This represents that Nissan has significantly expanded the scope of its
CO2 emission reduction activities, which previously covered only production
sites, and has broadened the scope of initiatives that have been conductedindividually, such as the introduction of highly efficient equipment, energy
conservation activities, and renewable energy from fiscal 2011. The objective
is to strengthen the management level of the entire company's activities.
In addition to overall corporate activities, we have set KPIs and targets foreach domain that enable us to identify the progress of each. For overall
corporate activities, we have established a target of reducing CO2 emissions
from corporate activities by 30% per unit of global sales compared tofiscal 2005 by fiscal 2022*. In fiscal 2021, we reduced CO2 emissions(t-CO2 /unit) by 32.9% compared to fiscal 2005.
* Global CO2 emissions per vehicle sold by dividing the total volume of CO2 emissions produced
through Nissanʼs corporate activities globally by the number of Nissan vehicles sold globally.

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Environmental Policies
and Philosophy

Environmental

Climate Change

SocialAir Quality

Resource Dependency

Energy Inputs and Energy Consumption★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, pleasesee here.
>>> P083

Third-Party Assurance

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（FY）
Unit

2020

2021

MWh

7,655,514

7,495,492

Japan

MWh

3,015,419

3,149,380

North America

MWh1,909,902

1,982,066

EuropeMWh888,089

650,003

Other

MWh

1,842,105

1,714,043

Natural gas

MWh3,089,803

2,907,420

Total
By region

By energy source
Primary（MWh）9,532,840

9,252,737
8,313,893

8,000,000 4,084,912

3,700,532

3,438,939

6,000,000
2,452,299

2,570,438

4,000,000
1,126,186

1,048,201

2,000,000
0Water Scarcity

Data / Index

Energy Input

The total energy consumption of our global corporate activities during
fiscal 2021 was 7.495 million MWh, a 2% decrease from fiscal 2020.
This reduction was primarily due a decline in production volume at eachmanufacturing site. Production sites globally accounted for 6.875 million
MWh ★ total energy consumption.

10,000,000

Governance2,180,450

7,655,514

7,495,492

3,015,419

3,149,380

LPG

MWh

144,478

145,717Coke

MWh100,144

112,154

Heating oil

MWh69,61869,868Gasoline

MWh184,021

177,147

DieselMWh

25,31523,800

Heavy oilMWh22,81622,383

Unit

2020

2021

Electricity(purchased)

MWh3,851,011

3,859,386

Renewable energy*1

MWh181,815

229,754

Chilled water

MWh

3,530

3,598

Steam

MWh

96,960114,506

Electricity(in-house generation)

MWh65,18359,313

Renewable energy*

MWh65,18359,313

Total renewable energy

MWh246,998

289,067

（FY）

Japan

External
1,909,902

913,521888,089

1,869,443

1,933,566

1,780,983

1,842,105

2017

2018

2019

2020

North

1,982,066 America
650,003

Europe1,714,043

Other2021 （FY）

Internal

2*1 Volume of renewable energy in electricity purchased by Nissan.
*2 Volume of renewable energy generated by Nissan at its facilities and consumed for its own purposes.
*Please refer to the data book for the past 5-year historical trends.

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

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and Philosophy

Environmental

Climate Change

Air Quality

SocialResource Dependency

Carbon Footprint of Corporate Activities（FY）

Governance
Water Scarcity

Data / Index

Third-Party Assurance

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Business Foundations

Manufacturing Activities
Carbon Footprint of Manufacturing Activities

Unit

2020

2021

Scope 1t-CO2

754,453

697,851

Scope 2t-CO2

1,631,551

1,541,276（1,000t-CO2）

Scope 1 + 2

t-CO2

2,386,004

2,239,127

Japan

t-CO2

949,269

990,367

3,000

North America

t-CO2

529,044507,584

Europet-CO2

156,442

112,157

Other

t-CO2

751,250

629,019

Scope 3t-CO2135,068,055

127,735,901

2,426

2,610

2,418

2,000

1,890

1,910

2020

2021 (FY)

1,000*Please refer to the data book for the past 5-year historical trends.
0 2005In fiscal 2021, the total of Scope 1 and 2 emissions was 2.239 million tons.
Total CO2 emissions from manufacturing processes were 1.944 million tons★
(Scope 1 emissions: 0.622 million tons★ Scope 2 emissions: 1.332 million
tons ★).
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, pleasesee here.
>>> P083

2018

2019

Manufacturing CO2 per Vehicle Produced（t-CO2/vehicle）
0.8

0.73

0.6

0.49

0.51

0.52

0.56

In fiscal 2021 , our manufacturing
CO2 emissions per vehicle
produced were 0.56 tons, 23.4%
less than fiscal 2005.

0.4
0.2
0.0

2005

2018 2019 2020 2021 （FY）

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NISSAN MOTOR CORPORATION

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Next-Generation Vehicle Manufacturing Concept: NissanIntelligent Factory
In line with the acceleration of vehicle electrification, intelligence, andthe 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, weannounced the Nissan Intelligent Factory* vehicle manufacturing concept.
These innovations include Nissanʼs development of a new water-based paintthat successfully controls the viscosity of body paint, which had been difficult
to control at low temperatures, realizing a low-temperature body paint. This
enables the simultaneous painting of the body and bumpers, reducing CO2
emissions by 25% or more. In the past, residual airborne paint was mixed
with water and disposed of as waste. However, the adoption of dry booths
do not use any water at all and enable the collection of 100% of the residual
airborne paint, which is reused as an alternative to auxiliary agents to remove
impurities in the iron casting process.
* Click here for more information on Nissan Intelligent Factory.
https://global.nissannews.com/en/releases/release-ca298f94d2418782118342f5fd0448b6191128-02-e
https://www.youtube.com/watch?v=YH5x_wBe1hM（Japanese only）
https://www.nissan-global.com/JP/INNOVATION/TECHNOLOGY/ARCHIVE/NIF/

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and Philosophy

Corporate direction
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Environmental
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SocialResource Dependency

Governance
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EV36Zero, an Electric Vehicle (EV) Hub to Achieve
Carbon Neutrality
Nissan is a pioneer in not only the development and production of EVs, but also
in comprehensive efforts to utilize the onboard battery as a storage battery andfor secondary use, with the aim of achieving carbon neutrality throughout theentire life cycle of a vehicle.
In July 2021, we unveiled EV36Zero as the world's first hub to create an
ecosystem for electric vehicle (EV) manufacturing in order to advance the next
phase of the automotive industry together with our partners and achieve carbon
neutrality in Europe.
・New-generation Nissan electric crossover to be manufactured at the Nissan
Sunderland, U.K. Plant
・Envision AESC will build a new giga-factory with an annual production capacityof 9GWh adjacent to the Nissan Sunderland Plant
・Renewable energy ʻMicrogridʼ to deliver 100% clean electricity for theSunderland Plant
・2nd life EV batteries used as energy storage for ultimate sustainability
・This comprehensive project represents 6,200 jobs at Nissan and at its UK
suppliers
Centered around the plant in Sunderland, U.K., Nissan EV36Zero willsupercharge the companyʼs drive to carbon neutrality and establish a new
360-degree solution for zero-emission motoring. The transformational project
has been launched with an initial £1 billion investment by Nissan and its
partners Envision AESC and the Sunderland City Council. Comprised of threeinterconnected initiatives, Nissan EV36Zero brings together EVs, renewableenergy and battery production, setting a blueprint for the future of theautomotive industry. The experience and know-how gained through the projectwill be shared globally, enhancing Nissanʼs global competitiveness. Nissan willcontinue to leverage its strengths in electrification to become a company that
continues to provide value to its customers and society.
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SocialResource Dependency

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Data / Index

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Promoting Renewable Energy
Nissan takes three approaches toward promoting the adoption and integration ofrenewable energy in line with the characteristics of each region: (1) generating
our own power in company facilities; (2) sourcing energy with a higher proportionof renewables; and (3) leasing land, facilities, and other assets to powercompanies.
As an example of the first approach, our Sunderland Plant in the U.K. 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 installation of 20 MW capacity has
been planned. At our Iwaki Plant, the guest hall for plant visitors is powered bysolar 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 2017,providing roughly 8% of the electricity used at the plant.
Regarding the second approach, our first Aguascalientes Plant in Mexico actively
uses energy generated from biomass gas and wind power and achieved arenewable energy usage rate of 50% in 2021.
Solar power generators were also installed on a parking structure roof at the
India Plant in October 2020 and on a warehouse roof at the Egypt Plant inMarch 2021, both of which have commenced operation.
We are also installing 5.5 MW of solar power generation at our Thailand Plant
starting in January 2022.
Through these efforts, we have enhanced the renewable energy usage rate at
our production plants as part of reducing CO2 emissions. In fiscal 2021, ourrenewable energy usage rate reached 11.1%.

5.5 MW of solar power generation at the Thailand Plant

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SocialResource Dependency

Saving Energy in Global Production
Most CO2 emissions in the manufacturing process come from theconsumption of energy generated by fossil fuels. We engage in a variety ofenergy-saving activities in the manufacturing process in pursuit of the lowest
energy consumption and CO2 emissions of any automaker.
Initiatives in automotive production technology
In the realm of automotive production technology, we are introducing highly
efficient equipment and improving manufacturing techniques. Other key
approaches are the three-wet paint process and low-temperature baking
technology used for vehicle painting, which enables the body and bumpers
to be painted at the same time. Approximately 30% of CO2 emitted frommanufacturing plants comes from the painting process, thus shortening
or eliminating processes and lowering temperatures during the process
will lead to a reduction in CO2 emissions. The low-temperature three-wet
painting technology introduced by Nissan enables the body and bumpers,
which were previously painted separately, to be painted at the same time,
reducing CO2 emissions from the painting process by 25% or more.*1
Nissan has implemented this technology in the new production line at the
Tochigi Plant (launched in 2021) and will gradually expand its roll out as
painting facilities become more sophisticated in the future. Also, systems
for recycling air expelled from booths for reuse needed dehumidifying
processing to ensure that the air was at the humidity required. Dry paintbooths can reuse air without dehumidifying it, reducing energy consumption
to less than half its previous levels. This technology was adopted for the dry
paint booths at our Sunderland Plant in the U.K. (operating since September2018) and has also been implemented on the new line at the Tochigi Plant.
*1 Source: Nissan

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Three-Wet Paint Process (Combined Primer and Topcoat Application)
Baking process
Painting process

Body paint baked
at 140°C
Baked at 85°C

Baking process
Painting process

Bumper paintbaked at 85°C

Body + bumper
painted simultaneously

Simultaneous Painting of Body and Bumpers
CO2 emissions have been reduced by simultaneously painting the body and bumpers using a
new technology and consolidating them into one process (right) and drying at a low temperature(85℃) instead of the conventional two-step process (left).

Initiatives in the field of powertrain production technology
In the powertrain production technology area, Nissan is working to reduceholding furnace energy usage in cast iron melting processes conductedby the Casting Division. Conventionally in the melting process, two holding
furnaces were used to store two types of cast iron melts with adjusted
carbon and sulfur component contents. Now, intermediate molten metal
with a low carbon and sulfur content is stored in one holding furnace. Whentransporting from the holding furnace to another process, the ingredientsare adjusted by adding additive materials, creating two types of molten
metal and making it possible to eliminate one holding furnace. As a result,power consumption was reduced by approximately 3,600 MWh per year
(CO2 conversion: Approximately 1,700 tons per year; oil conversion amount:
Approximately 900 kiloliters per year). This corresponds to about 11% of
the power consumed in the melting processes conducted by the cast ironfactory located on site at the Tochigi Plant. In light of this achievement,

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

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and Philosophy

Environmental

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Resource Dependency

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Nissan won the Agency for Natural Resources and Energy Award in the
Small Group Activities category at the Energy Conservation Grand PrizeAwards for fiscal 2019, sponsored by The Energy Conservation 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 andproposes new energy-saving countermeasures. These proposals amount toa potential reduction in CO2 emissions of some 44,551ton*3 in fiscal 2021,
according to our calculations.

Cast Iron Melting Process

When sourcing energy, we consider the balance of CO2 emissions for theentire company alongside renewable energy usage rate and cost, choosing
suppliers best suited for achieving each goal. At manufacturing facilities infiscal 2021, CO2 emissions per vehicle produced in were brought down to
0.56 tons, a reduction of 23.4% from the fiscal 2005 level.

BeforeAfter
CupolaCupolaDesulfurization
process

Desulfurization /carburization
process
Gray cast iron

Improvement

Intermediate molten metal

Two kinds of molten metal
Gray cast iron
Ductile cast iron

*2 Established in Japan in 2003, then in Europe, Mexico, and China in 2013
*3 Source: Nissan

Ductile cast iron

Holding furnace
Holding furnace

Holding furnace

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 emission 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 toimprove 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
activities and introduced cutting-edge, energy-conservation technology fromJapan in our plants worldwide. Around the globe, our plants learn and share

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NISSAN MOTOR CORPORATION

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Climate Change

Environmental
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SocialGovernance

Resource Dependency

More Efficient Logistics and Modal Shifts
Nissan is working to optimize the frequency of deliveries and transportroutes, and improve packaging specifications (load shapes) for better loading
ratios so fewer trucks are required, while expanding cooperative transportwith other companies to achieve even more efficient transportation.
We work from the design stage of new vehicles to reduce transportation
distances by sourcing necessary production components as close to ourplants as possible. In addition, we incorporate parts shapes and transfer
units that take transportation efficiency into consideration during parts
design, thereby reducing the amount of parts procured per vehicle, which inturn reduces transportation volume.
In response to social trends in workstyles, such as driver shortages andshorter working hours, we are constantly reviewing our logistics methods
and promoting a modal shift to rail and marine transport. In Japan, parts
shipments from the Kanto area to our plants in the Kyushu are nearly all
conducted by rail and ship. The Japanese Ministry of Land, Infrastructure,
Transport and Tourism (MLIT) has recognized Nissan as an outstanding
enterprise for this modal shift to sea transport.
At Nissan sites outside Japan, transport methods are selected to best
match the local geographical conditions. Transport of completed vehicles isincreasingly shifting from truck to rail or ship, depending on the destination.
In China, we are increasing the proportion of completed vehicles that aretransported domestically by ship or rail.
In the future, we will actively collaborate with carriers that are working on
environmental measures to establish logistics with a lower environmental
impact. Since 2010, we have also been promoting the use of energy-efficient
vessels for sea shipments of our vehicles. Today, our fleet has grown to
include seven energy-efficient car carriers.
As we expand our global logistics operations, we will continue to increase

Water Scarcity

Data / Index

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Strengthening Our
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efficiency and effect a modal shift in transportation, targeting a 12%
reduction in CO2 emissions by fiscal 2022 compared to fiscal 2005 levels,
as measured by the index of CO2 emissions per vehicle.*1 In fiscal 2021, CO2
emissions per global vehicle were 0.29 tons, a reduction of 27.9%.
*1 Total CO2 emissions from transportation of parts to our manufacturing bases in Japan,
North America, Europe, China, Thailand, and India, and transportation of vehicles from ourmanufacturing bases to dealerships, divided by the number of vehicles produced.
※ Data related to climate change (initiatives through corporate activities) is also available here.
>>> P199

CO2 Emissions from Logistics
（FY）

Unit

2020

2021

Total

t-CO₂

900,234

874,936

Inbound*t-CO₂

397,822366,190

Outbound*t-CO₂

502,412508,746

Sea

%

19.9

20.8

Road

％

66.2

65.6

Rail

％

6.6

7.1

Air

％

7.3

6.5

*1 “Inbound” includes parts procurement from suppliers and transportation of knockdown parts;*2 “Outbound” includes transportation of complete vehicles and service parts.
* Please check the data book for the past 5-year historical trends.

In fiscal 2021, CO2 emissions from logistics were 874,936 tons, down
approximately 3％ from the previous fiscal year.

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CO2 Emissions per Vehicle Transported

Green Building Policy（t-CO2/vehicle）

Based on ISO 14001 management processes to evaluate environmental
impact, we make it a key task to optimize our buildings during construction
or refurbishing to make all our structures greener. Evaluation metrics in thisarea include environmental footprint, such as CO2 emissions; waste andemissions from construction methods; and use of hazardous materials andother quality control issues. Furthermore, one performance index for Nissan
in Japan is MLITʼs Comprehensive Assessment System for Built Environment
Efficiency (CASBEE). *Among our current business facilities, our Global Headquarters in the cityof Yokohama, Kanagawa Prefecture, has earned CASBEEʼs highest “S”
ranking, making it the second Nissan structure to do so following the Nissan
Advanced Technology Center (NATC) in Atsugi, which is located in the same
prefecture.
Our Global Headquarters gained a Built Environment Efficiency Rating of
5.6, the highest CASBEE rating for a new structure, making it one of Japanʼsgreenest office buildings. The buildingʼs use of natural energy sources toreduce its energy usage and its CO2 emissions were evaluated highly, as
were its methods of water recycling and its significant reduction in waste
produced.

0.5

0.43

0.4

0.37

In fiscal 2021, CO2 emissions
per vehicle transported were0.29 tons.

0.38
0.31

0.3

0.29

0.2
0.1
0.0 2005

2018

2019

2020 2021(FY)

Office Initiatives
We promote efforts to reduce CO2 emissions at Nissan offices in Japan,
North America, Europe, and China. In Japan, through Nissan Trading, we
operate the Nissan Power Producers and Suppliers (PPS) scheme, sourcing
clean energy for whichCO2 emissions and costs have been taken into
account through Japanʼs PPS system.
Nissan Energy Saving Collaboration (NESCO) teams have also expanded thescope of their activities beyond production plants to contribute to reducing
emissions in the Nissan Technical Center in Atsugi.
Our efforts for environment go beyond just CO2 management. Employees
are encouraged to use online meeting tools as much as possible to reduce
the number of business trips required worldwide, which also improves
workplace efficiency and reduces the costs.

*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 CO2 emissions per floor area by 1% each year. Our retail outlets also
work continually to increase energy efficiency. Many have adopted highefficiency air conditioning, insulation films, ceiling, fans and LED lighting.
During renovation work, some outlets have installed lighting systems thatmake use of natural daylight, as well as insulated roofs.
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 dedicatedevaluation sheet has a total of 84 key
performance indicators (KPIs) andis regularly revised to reflect therequirements of national legislation, local
communities, and the Nissan Green
Program (NGP).
Solar panels installed on the roof ofa Kanagawa Nissan dealership.
Power from the panels is supplied todealerships through the Nissan PPS
system.

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Air Quality
Air Quality Policies and Philosophy

2. Enhancing Internal Combustion Engines

Nissan approaches air quality by focusing on two points: greener exhaustemissions and providing a pleasant in-cabin environment to customers.
In this way, we will strive to consider ecosystems while pursuing mobility
that provides more comfort and security to customers. According to theState of Global Air 2018 report issued by the U.S.-based Health Effects
Institute (HEI), 95% of the worldʼs population currently live in regions
where particulate matter smaller than 2.5 μm (PM2.5) exceeds the
10 μg/ m3 basic level specified by World Health Organization (WHO)Air Quality Guidelines. Furthermore, the Organisation for Economic Cooperation and Development (OECD) predicts that the global population will
exceed nine billion by 2050, with around 70% of people concentrated incities, making air pollution in urban areas an even more pressing issue.
For an automaker, air pollution stands alongside climate change andcongestion as an issue for cities in particular that must be remedied. Nissan
is advancing its efforts to improve air quality with two approaches:

We have proactively set voluntary standards and emission-reduction
targets for internal combustion engines. With the ultimate goal of making
automotive emissions as clean as the atmosphere itself, we have developed
a wide range of technologies and achieved the results listed below throughcleaner combustion technologies, catalysts for purifying emissions, andcountermeasures against gas vapors from gasoline tanks.
We will continue our efforts to ensure cleaner exhaust emissions frominternal combustion engines, which remain the most commonly used in theautomotive market.

1. Promoting Zero-Emission Vehicles
EVs such as the Nissan LEAF, which has cumulative global sales of 580,000
units (as of the end of March 2022), are an effective tool for reducing air
pollution in urban areas. As a leader in this field, we are promoting zeroemission mobility and infrastructure construction in partnership with national
and local governments, electric power companies, and other industries.

•Sentra CA (released in the U.S. in January 2000): The worldʼs firstgasoline-powered vehicle that satisfied all the exhaust gas requirements
set by the California Air Resources Board to receive Partial Zero
Emissions Vehicle (PZEV)*1 certification.
•Bluebird Sylphy (released in Japan in August 2000): The first passenger
vehicle made in Japan to achieve Ultra-Low Emission Vehicle (U-LEV)*2
certification.
*1 PZEV: 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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Environmental
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SocialResource Dependency

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Data / Index

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Strengthening Our
Business Foundations

Improving In-Cabin Air Quality

Reducing VOC Emissions from Production

With circumstance of spreading advanced driver assistance systems anddeveloping fully autonomous driving technologies drivers are expected tospend more time in their vehicles, making it even more important for thatspace to be pleasant and safe. Nissan Green Program 2022 (NGP2022)
is calling for research and development not just to make exhaust emissions
cleaner but also to improve in-cabin air quality as well.
As part of our continued efforts concerning volatile organic compounds(VOCs)* such as formaldehyde and toluene, Nissan is further reviewing andreducing materials for seats, door trim, floor carpet, and other parts as wellas adhesives. We voluntarily set more stringent standards than those of theJapanese government and automotive industry body regulations, and haveapplied them to all new vehicles introduced to the market from July 2007
onward.

Nitrogen oxide (NOx), sulfur oxide (SOx), and VOCs are recognized ascommon forms of emissions created by vehicle manufacturing facilities. We
are taking firm measures to ensure that management standards and systems
for atmospheric emissions are thoroughly followed; and working to reduce
both VOC exhaust volumes and the use of VOC-emitting substances tolevels lower than required by national regulations.
We are actively working to increase the recovery of cleaning solventsand other chemicals in order to reduce the amounts of these substances
emitted from our plants ahead of the implementation of new regulations
in each country where we operate. Also, we are systematically introducing
water-based paint lines that emit fewer VOCs and improving thinner-solvent
recycling rates to reduce our use of VOC-emitting substances.
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
surface, which is top-class in the industry. These lines have also been
adopted at two Aguascalientes plants in Mexico, the Resende Plant in Brazil,
the Smyrna Plant in the U.S., the Huadu Plant in China, and other plants.
Additionally, we have adopted low-NOx burners as the heat source for theovens 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.

* VOCs: Organic chemicals that readily evaporate and become gaseous at normal temperatureand pressure conditions.

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Climate Change

Environmental
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SocialResource Dependency

Air Quality: Achievements
Compliance with Emissions Regulations(Passenger Cars Only)
Nissan not only works to develop and promote zero-emission EVs but
continues to promote cleaner exhaust emissions from all of our engines.
For example, the Qashqai released in Europe in October 2018 has a newfuel-efficient 1.3-liter turbo gasoline engine fitted with a particulate filter
that meets the Euro 6d-Temp* emissions standard. In Japan, our productwith electrification technology, e-POWER has achieved 75% reductions inexhaust emissions from 2018 standards and improved fuel economy at thesame. As part of these efforts, our compliance with emissions regulations
goes far beyond current legal requirements to meet more stringent
specifications. The following table shows the percentage of Nissan vehicles
in each location produced to the strictest local standards.

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Compliance with Emissions Regulations (By Region) *1
（FY）

unit

2021

Japan

50% lower than 2018 standard

％

89.8%

EuropeEuro 6d

％

100%

U.S.

U-LEV / SULEV / ZEV

％

100%

China

National 6

％

100%

*1 Passenger cars only.

* Euro 6d-Temp: All Euro 6 standards and the initial Real-Driving Emissions (RDE) limit for new
car models.

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Contents
Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

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Strengthening Our
Business Foundations

Plant Emission Management

Lower VOC Emissions

We thoroughly implement systems and control standards at our production
plants to reduce the amount of air pollutants emitted during operation. Our
air pollution control targets are more stringent than those mandated by thecountries in which we operate.
In Japan, we have promoted strict countermeasures for emissions of NOx
and SOx as air pollutants. We have lowered NOx and SOx emissions byintroducing low-NOx burners in the ovens and boilers that provide heat for
painting lines, and by switching the fuel used by those burners from heavy oil
and kerosene to alternatives with low SOx emissions.

Volatile organic compounds (VOCs), which readily evaporate to become
gaseous in the atmosphere, account for approximately 90% of the chemicals
released as the result of our vehicle production processes. Lowering VOC
emissions is a challenge that we are working to address. We strive toincrease our recovery of cleaning solvents and other chemicals in order tolimit the amounts of these substances emitted from our plants ahead of
implementation of new regulations in each country where we operate, while
also advancing planned measures to increase the recycling rate for waste
solvents. We are also introducing water-based paint lines that limit VOCemissions to less than 20 grams per square meter of painted surface. We
have adopted these lines in the Nissan Motor Kyushu Plant as well as at twoplants in Aguascalientes in Mexico, the Resende Plant in Brazil, the Smyrna
Plant in the U.S., the Huadu Plant in China, and the Sunderland Plant in the
U.K. We achieved a reduction of 39.3% in fiscal 2021 in VOC emissions per
painted surface area compared with fiscal 2010 levels.
* Click here for more information on air quality.
>>> P205

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Contents
Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialGovernance

Resource Dependency

Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Resource Dependency
Resource Dependency Policies and Philosophy
With the worldʼs population forecast to exceed nine billion by 2050, demand
for natural resources such as minerals and fossil fuels is set to rise. This
makes it even more important to maximize the value obtained from theseresources. The Sustainable Development Goals (SDGs) adopted by theUnited Nations in 2015 also emphasize the importance of managing
resources sustainably and using them efficiently.
Automobiles are made of many components, incorporating a diverse rangeof resources. The combination of these resources creates new value. Nissan
has increased its resource diversification, using more renewable resources
and recycled materials. While caring for ecosystems, Nissan became morecompetitive 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 theuse of natural resources and maintain new resource usage at 2010 levels.

Long-Term Vision for Reducing Resource Dependency
Resource usage
per vehicle
100%

20%

Non-new material resources,
such as recycled materials andbiomaterials

70%

80%

New material resources
30%

2010

2050

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Resource Dependency Management
In order to use the earthʼs precious and limited resources efficiently, theenvironmental impact when extracting these resources must be kept to aminimum. At the same time, waste generated during vehicle production andscrap from end-of-life parts must be recycled as extensively as possible
without compromising quality, producing materials that can be used in
the same types of products. Based on this approach, known as closedloop recycling, we have focused our efforts on recycling steel, aluminum,and resin ̶three kinds of material which account for a large proportion ofvehicle content yet also have a major impact on the environment.
As part of the Nissan Green Program 2022 (NGP2022), Nissan isdeveloping systems for using resources efficiently and sustainably
across their entire life cycle, and has adopted the concept of the “Circular
Economy” to maximize the value it provides to customers and society. In an
attempt to use resources efficiently with less energy, we will promote theuse of recycled materials and recycling end-of-life vehicles, and strive toincorporate reusable resources in our activities at the design, purchasing,and manufacturing stages. We are using fewer resources overall, boththrough appropriate use of chemical substances and making vehicles more
lightweight. We will continue to promote the efficient use of resources withfurther reduced energy requirements and the expanded use of repaired andremanufactured parts as well as the secondary use of EV batteries in thevehicle use stage, and foster the development of biomaterials and dielessforming technology for practical use. We will also increase the value cars
manufactured in this way provide to society and ensure that cars can be
put to best use by promoting electrification and autonomous drive in our
products, pursuing connectivity and providing mobility services such as ridesharing.

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Nissanʼs Circular Economy Concept
Promote reuse
and resource
efficiency

Less energy, more efficientmaterial usage

Wider range ofapplications for cars

Mobility services

DesignPurchase
Manufacturing

Recycle Remanufacture Reuse Repair

Connected

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Contents
Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Resource Dependency: Achievements
Reducing Dependence on Newly Extracted Resources
to 70% by 2022
Demand for mineral and fossil resources is rising rapidly with the growth of
emerging economies. According to forecasts, if growth in extraction volumes
continues, all currently known mineral resources will have been extracted
by 2050. There are some existing mining sites and others under explorationthat are located in areas with vulnerable local ecosystems, generating
concern about the environmental effects of topsoil excavation, deforestation,
and wastewater.
To address these issues, Nissan has implemented a policy of minimizing
the use of newly extracted natural resources and maximizing the use ofrecyclable materials from the early development stage while also making
structural improvements to facilitate recycling. We are also reducing the useof resources in the manufacturing process and making more efficient use ofresources.
In NGP2022, our goal is to cut the use of newly extracted resources to
70% per vehicle in fiscal 2022. We intend to increase the use of recycledmaterials in our vehicles on a global scale, including Japan, Europe, andNorth America, in cooperation with our suppliers.

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Initiatives to Expand Use of Recycled Materials (Ferrous
and Nonferrous Metals)
In fiscal 2021, ferrous metals accounted for 60% of the materials usedin our automobiles by weight. Nonferrous metals made up another 14%
and resins 15%, with miscellaneous materials making up the final 12%. To
further reduce our use of natural resources, we are advancing initiatives toexpand the use of recycled materials in each of these categories.

Press process
Recycling scrap aluminum saves
more than 90% of the energy thatwould be needed to produce metal
with comparable quality from raw
materials.

The hood and doors are stamped
from aluminum alloy.

New Rogue

Aluminum sheets
The scrap is made into aluminumalloy sheets. It’s then redelivered to
Nissan for use in Rogue production.

The separated and reprocessedaluminum scrap is delivered tothe aluminum supplier.

Scrap material is shredded andcollected through a pneumaticconveyance system.

Aluminum grades separation
process
Nissan separates the different grades of aluminumin order to ensure high-quality scrap is collected
and returned to suppliers. Different grades ofaluminum are used for different parts of the car.

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Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

We are taking steps to reduce the steel and aluminum scrap left over inthe manufacturing process, and working globally with business partners tocollect and reuse this scrap as material for new vehicles through closed-loop
recycling initiatives.
Currently, at Nissan Motor Kyushu and plants in North America andEurope, where new X-Trail, Rogue and Qashqai are manufactured, we arecollaborating with aluminum manufacturers to adopt a closed-loop recycling
process that recycles aluminum scraps generated during manufacturing into
aluminum alloy sheets for automobiles. The sorting and collecting of scrap inthis process control impurities, realizing horizontal recycling without quality
deterioration, which contributes to reductions in the amount of new minedresources (aluminum ingots) used.

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Initiatives to Expand Use of Recycled Materials (Resins)
In addition to our initiatives to expand the use of recycled steel andaluminum, Nissan also strives to use more recycled resins.
As a closed-loop recycling initiative, we are collecting finished bumper scrap
generated at our plants and sending it to our Oppama Plant, where we
process it by removing the paint film and recycling it. These recycled resins
have been given new life as bumpers in the Nissan LEAF and many othernew vehicles. This initiative was expanded to Dongfeng Motor Co. (DFL), ourjoint venture in China, where they have been used to produce replacement
bumpers since 2014.
Additionally, exchanged bumpers collected from dealerships are being
recycled as materials used in under covers and for other components.
We collected and recycled approximately 93,000 bumpers in fiscal 2021,
representing 63.0% of bumpers removed at Japanese dealerships.
Furthermore, 30% of the automotive shredder residue (ASR) processedat dedicated processing plants is madefrom resins. In order to use these resins
in automobiles, we are running a numberof R&D projects on topics such as like
optimizing the recycling process forresins recovered from
Research on optimization of ASR recovered
ASR, and conversion of auto waste
resin recycling process. Left photo is ASR andright photo is resin recovered from ASR.
plastic into oil. ** These R&D projects are undertaken as part of our recycling optimization support businessusing surplus money from recycling fees deposited for three specified components (refrigerant,
airbags, ASR) based on Japanʼs End-of-Life Vehicle Recycling Law. Click here for more
information on the implementation of Nissan's project to advance recycling (in Japanese only).
https://www.nissan-global.com/JP/SUSTAINABILITY/ENVIRONMENT/A_RECYCLE/R_FEE/
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NISSAN MOTOR CORPORATION

Contents
Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

End-of-Life Vehicle Recycling
Nissan considers the three Rs ̶ reduce, reuse, and recycle ̶from thedesign stage for new vehicles. Since fiscal 2005, all new models launchedin the Japanese and European markets have achieved a 95% or greater
recyclability rate.*1
We have also joined forces with other automotive companies to promote therecycling of end-of-life vehicles (ELVs) through dismantling and shredding.
Based on Japanʼs End-of-Life Vehicle Recycling Law, Nissan has achievedat least 95% effective recycling rate of ELVs in Japan since fiscal 2005. In
fiscal 2021, we achieved a final recovery ratio for ELVs of 99.4%*2 in Japan,
greatly exceeding the target effective recycling rate of 95% set by theJapanese government.
ELV processing consists of four phases. First, Nissan ELVs entering thedismantling process are recycled, including flat steel, cast aluminum,
bumpers, interior plastic parts, wire harnesses, and precious rare earth
metals. Second, specific items such as lithium-ion batteries are collectedindividually 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 havesupported ASR recycling facilities, as called for in Japanʼs End-of-Life
Vehicle Recycling Law, as an integral part of a system to recycle ASR
effectively, smoothly, and efficiently. Nissan is taking an important role in thisjoint undertaking.

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We have also established a take-back system for ELVs in Europe. This
network of Authorized Treatment Facilities was developed for individual
countries in collaboration with contracted dismantlers, contracted service
providers, and governments in alignment with a European ELV directive.
Additionally, Japan Automobile Manufacturers Association, Inc.（JAMA）
established a common scheme for recovering used lithium-ion batteries
along with a system for processing these batteries appropriately, and put
both into operation in fiscal 2018.
*1 Calculated based on 1998 JAMA definition and calculation guidelines (in Japan) and ISO
22628 (in Europe).
*2 Based on Nissan research

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Developing Biomaterials

Proper Use of Regulated Chemical Substances

Nissan is promoting technical research to replace plastics and otherresin materials used in automobiles with biomaterials derived from plants.
NGP2022 contains concrete goals for biomaterials development, and thesematerials are already being used in cars. For example, the coverings on theseats in the Nissan LEAF are made using biomaterials.

Nissan revised its standard for the assessment of hazards and risks in the
Renault-Nissan Alliance, actively applying restrictions to substances more
stringent than existing regulations in areas of growing concern aroundthe world. As a result, the number of substances covered by the Nissan
Engineering Standard in fiscal 2021 rose to 5,304. These steps are thought
to be necessary for future efforts in the repair, reuse, remanufacture, andrecycle loop for resources.
* Click here for more information related to our governance system for chemical substances.
>>> P085

Defined Chemical Substances
Seat coverings made from biomaterials in
Nissan LEAF

(Substances)
5,290 5,304

6,000
5,000
4,000

3,912

4,043
4,069

3,000
2,000
1,000
2017 2018 2019 2020 2021

(FY)

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Environmental Policies
and Philosophy

Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Expansion of Remanufactured Parts

Joint Venture to Promote Second-Life Use for Batteries

Parts with the potential for recycling include those reclaimed from ELVs, aswell as those replaced during repairs. In Japan, we collect and thoroughly
check the quality of these secondhand parts. Those that receive apassing grade are sold through our retail outlets as Nissan Green Parts.
We sell these parts in two categories: remanufactured parts, which aredisassembled and have components replaced as needed, and reusable
parts, which are cleaned and tested for quality before sale.
In NGP2022, we are enhancing the deployment of Nissan Green Parts
in Japan, and are also strengthening management to deploy similar kindsof activities in Europe and North America, aiming for twice the parts
coverage in 2022 compared to 2016. This initiative provides customers
who seek to use cars for a long period of time with the new option of using
remanufactured parts.

Lithium-ion batteries used in Nissanʼs EVs retain capacity well beyond theuseful life of the vehicles themselves. The “4R” business models ̶ whichreuses, refabricates, resells, and recycles lithium-ion batteries ̶ allows fortheir effective use as energy storage solutions in a range of applications,thus creating a much more efficient energy cycle of battery use.
As the EV market expands, we anticipate a need to utilize reusable lithiumion batteries more effectively. In 2010, we launched 4R Energy Corporation,a joint venture with Sumitomo Corporation that is engaged in establishing
EV battery reuse and refabrication technologies. With the establishmentof these technologies and an increase in the number of used batteries
collected, in March 2018, operations commenced at Japanʼs first base andplant for the 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, thisreuse stationary power storage system has been used in trials for procuring
electricity using renewable energy at ten 7-Eleven convenience stores in
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.

Type of Nissan Green Parts in Japan

Alternator

Air conditioning compressor

Starter motor

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Corporate direction

Environmental Policies
and Philosophy

Climate Change

Environmental
Air Quality

SocialResource Dependency

Overview of Proof of Concept for Procuring Electricity
through Renewable Energy

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Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Reused Nissan LEAF batteries be utilized at JR East train
crossings

Daytime use
Nissan LEAF

Battery recovery

Solar panel

BuildingTraincrossing

Power supply
cable

Storing a portionof electricity
Transmission ispossible even in the
45kWhevent of a disaster

From power supply cable

Utility box

Original storage
battery + V2X

Nissan LEAF
40kWh/62kWh

In addition, recycled lithium-ion storage batteries “EneHand Green (thetrading name of 4R Energy)” were developed for East Japan Railway
Company (JR East) as a power source for railroad crossing security
equipment by reusing modules from the used 24kWh batteries recoveredfrom the Nissan LEAF. The system features longer service life and lower
operating costs compared to conventional lead-acid battery power supplies.
Field trials began in January 2021 on the Joban Line, followed by trial
installations (5 units) at train crossings on the Joban and Mito Lines, andadvanced installations (10 units) of the production version. Plans areunderway to install approximately 1,600 units of the production version in 24
railway line sections in JR Eastʼs service area from fiscal 2022 onward.

Internal
details

From power
supply cable

Battery

To traincrossing

At the same time, 4R Energy acquired the worldʼs first UL1974*1 certificationin June 2019, which is an international evaluation standard for evaluating
repurposing batteries, and 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
Furthermore, in December 2021, 4R Energy and Nissan received the 2021
Minister of the Environmentʼs Award for Climate Action in the development
and commercialization category in recognition of their initiatives to reduce
CO2 emissions.
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Corporate direction

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and Philosophy

Climate Change

Environmental
Air Quality

SocialResource Dependency

We are extensively involved with 4R business model activities globally as
well.
*1 The UL1974 Standard for Evaluation for Repurposing Batteries defines the process fordetermining and classifying the suitability of usage when battery packs, modules, or cells
used to drive EVs have finished their intended period of use. Evaluating reused batteries inaccordance with this process enables the provision of reused batteries that are safe and give aclear 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.
*3 In light of the results of the National Resilience Ministerʼs Private Advisory Committee National
Resilience Roundtable, to ensure the Fundamental Plan for National Resilience is executedsmoothly, the Council aims to build a resilient nation with cooperation among industry,
academia, government, and the private sector.

4R Concept
Battery module structure will be redesigned to create new packages
that satisfy the varying voltage or capacity needs of customers.

After their primary
automotive use is over,the lithium-ion batteries
retain enough energy
capacity for secondary use.

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Strengthening Our
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Reducing Use of Scarce Resources
Rare earth elements are scarce resources that are necessary forelectrification. Reducing their usage is important because rare earth
elements are unevenly distributed around the globe, and the shifting balanceof supply and demand leads to price fluctuations.
Since their adoption in the Nissan LEAF, we have continuously reduced
heavy rare earth elements in motors for hybrid vehicles. In 2020, the Note
e-POWER adopted magnets with 85% less heavy rare earth elements
compared to 2010. Furthermore, the 2022 Nissan ARIYA has a magnet-free
EV motor. As a new initiative, Nissan is also promoting the development ofrare 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 toestablish technologies for recovering rare earth metals in highly pure states
through direct dissolution using borate as a flux, eliminating the need todismantle 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 isengaged in developments corresponding to the circular economy concept,
from reducing the amount of rare earth metals used to reuse that utilize
resources efficiently and sustainably.

Refabricated batteries
can be used for multiple
purposes, such as clean
energy storage or as
backup batteries in caseof emergency.

Used batteries can be recycled to recover useful resources.

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Resource Dependency: Achievements in Waste
Reduction
Thorough Measures for Waste Materials
Nissan actively promotes measures based on the 3R (Reduce,Reuse,
Recycle) approach in its production processes whenever possible, striving
to minimize the waste generated and maximize recycling efficiency
by thoroughly waste sorting. At the end of fiscal 2010, we achieved a
100% Recycling rate at all of our production sites in Japan, including five
manufacturing plants, two operation centers, and five affiliates. Overseas,
we have reached 100% Recycling rates at plants in Mexico, Brazil, andelsewhere. We are striving to bring Recycling rates to industry-leading levels
in each global region.
We have been making great efforts to reduce the number of wooden pallets
and cardboard used in import and export parts shipping.
Foldable plastic and steel containers are used as returnable containers*1
for the distribution of parts between overseas bases for repeated use. We
have also been working with Renault to expand use of globally standardized
returnable containers. We contribute to reduce packaging material wastage
by optimizing the package volume during transportation.
To accomplish it, we have also optimized parts shape at parts design stage
which called logistics simultaneous activities. In addition, we contribute towaste reduction by selecting recyclable materials at the packaging material
selection stage.

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Nissan is also actively engaged in the development of recycling technologies
for CFRP*2, which contributes to the weight reduction of automobiles.
Through such efforts, we plan to reduce waste from our production factories
by 2% annually in Japan and by 1% annually worldwide as compared tobusiness as usual (BAU*3), that is, waste levels expected if no special steps
had been taken.
*1 Returnable containers: Containers for packing parts that can be returned to the sender afterparts delivery and used repeatedly. Nissan has adopted a folding structure in consideration oftransportation efficiency at the time of return.
*2 Carbon Fiber Reinforced Plastics*3 BAU（Business As Usual）

SUSTAINABILITY REPORT 2022

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Environmental Policies
and Philosophy

Environmental

Climate Change

Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Waste
Waste generated globally in fiscal 2021 amounted to 158,199 tons, aincrease from 153,160 tons in fiscal 2020. Waste generated globally fromproduction sites in fiscal 2021 was 150,945 tons ★.
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, pleasesee here.
>>> P083
（FY）

Unit
Total

2020

2021

ton

153,160 158,199

Japan

ton

48,921

52,386

North America

ton48,04351,062Europeton

31,86833,895Other

ton

24,32820,857

Waste for disposal

ton

6,539

7,208

Recycledton

By region

By treatment method
146,621 150,991* Click here for more information on Resource Dependency (Facility Waste).
>>> P208

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Contents
Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Water Scarcity
Policies and Philosophy for Water Resource
Management
Demand for water is expected to continue to increase globally, driven byrising populations and economic development. With rain patterns alsochanging due to extreme weather events, the stability of water supplies islikely to become a more pressing social concern with every passing year.
Forecasts suggest that the world will face a 40% shortfall in water supplies
by 2030, and “Extreme weather events,” “Human-made environmental
damage,” and “Natural resource crises” and other water-related risks
are ranked highly in the annual Global Risks Report issued by the World
Economic Forum. For example, “Natural resource crises” include serious
risks related to water, such as the depletion of water resources. “Clean
Water and Sanitation” is also one of the Sustainable Development Goals(SDGs) adopted by the United Nations in 2015. The 1.5℃ Special Report*
released by the Intergovernmental Panel on Climate Change (IPCC) in 2018
reported that risks and effects from extreme weather events, such as heavy
rain and drought, would increase if temperatures rose by 1.5℃, and thatsuch risks and effects would be even more severe and become widespread
if temperatures rose by 2℃. Water resource management to mitigate water
shortages, flooding, and many other challenges is a key factor in promoting
sustainable development.

Globally, the agricultural sector accounts for the largest share of water
consumption at roughly 70%. The industrial sector comes second,
consuming around 20% of water globally, and the municipal sector accounts
for the remaining 10%. Automakers are not considered to face particularlyhigh water risks within the industrial sector. However, we believe that
reducing dependence on water resources is important to being a sustainable
company and are taking steps to improve water quality management andreduce water usage across our production sites.
* Full title: An IPCC Special Report on the Impacts of Global Warming of 1.5℃ Above PreIndustrial Levels and Related Global Greenhouse Gas Emission Pathways, in the Context ofStrengthening the Global Response to the Threat of Climate Change, Sustainable Development,
and Efforts to Eradicate Poverty.

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Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Water Resource Management
Nissan manages wastewater quality to even stricter standards than requiredby local regulations at each of its production sites. At sites in Japan, we havefurther 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 aredetected. Processing recycled water using reverse osmosis (RO) membrane*
has allowed some sites to achieve zero wastewater discharge.
Under the Nissan Green Program 2022 (NGP2022), by 2022 we aim to
reduce water usage per vehicle produced at global production sites by 21%
compared to 2010. In order to achieve this, we are taking steps to reducewater usage, such as sharing best practices among plants, investing inequipment, and expanding the Nissan Energy Saving Collaboration (NESCO)team into “r NESCO” (r[esource] NESCO).
Additionally, since the water resource situation varies considerably fromregion to region, we assess water risk using our own methods for each of our
production sites throughout the world. At sites where a high level of risk isfound, we prioritize measures to expand dedicated water sources by building
reservoirs to collect rainwater, improving wastewater recycling efficiency, andreducing external water intake.

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Global Water Risks

Created based on the World Resources Instituteʼs Aqueduct Water Risk Atlas (aqueduct.wri.org).

* Reverse osmosis (RO) membrane: The RO membrane is a type of filtration membrane that filters
impurities such as ions and salts from water.

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Contents

Corporate direction

Environmental Policies
and Philosophy

Climate Change

Environmental
Air Quality

SocialResource Dependency

Water Resource Achievements
Reducing Water Used in Corporate Activities
Plants producing Nissan vehicles and parts are located throughout theworld, and they all use water as part of the production process. Nissan
strives to manage and reduce water usage at every plant, aiming to achieve
a 21% reduction in the amount of water used per vehicle produced by fiscal
2022 compared to 2010 levels. In fiscal 2021, reductions amounted to 11%.

Water Usage per Vehicle Produced (Global)
100%
11%
reduction

2010

2021

21%
reduction
target2022

To help achieve this goal, we built reservoirs to collect rainwater at the
Chennai Plant in India and the second Aguascalientes Plant in Mexico,
and installed wastewater recycling equipment at the Chennai Plant, theHuadu Plant in China, and the Oppama Plant in Japan. Our efforts at the
Chennai Plant, in particular, were recognized as an excellent example ofwater resource management by the Confederation of Indian Industry (CII).
At Nissan North America (NNA), plants are competing among themselves
to find new ideas for reducing water usage, such as by filtering wastewater

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

from pre-painting processes
and thus improving water
quality.
We are also working
to reduce water usage
at Nissanʼs Global
Headquarters in Yokohama,Japan, by processing
Chennai plant, honored by theCII.
rainwater and wastewaterfrom kitchens and otherinternal sources to be reused for flushing toilets and watering some plants.

Examples of Efforts to Reduce Water Usage at
Manufacturing Plants
We installed a sewage treatment facility at the India Plant in 2019 to reducewater consumption. After treatment, wastewater was recycled and reused
for flushing toilets and watering plants. Next, we added a treatment method
using RO membranes to further improve water quality to be reused forcooling for the manufacturing process and cooling towers. As a result, weare able to reduce approximately 78,000 kiloliters of water consumption
per year, which is equivalent to the amount of water used by about 320,000
households a day.

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Environmental Policies
and Philosophy

Environmental

Climate Change

SocialAir Quality

Governance

Resource Dependency

Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Examples of Efforts to Reduce Water Usage at Offices

Water Discharge from Corporate Activities

Since 2014, the service centers of Nissan Motor India (NMIPL) have offeredcustomers car washes that utilize an advanced foam washing technique.
A traditional car wash requires about 160 liters of water for one car, but
NMIPLʼs new service cuts consumption to approximately 90 liters ̶ a 45%
reduction in water use.
Along with reducing water consumption, the foam wash service isenvironmentally friendly due to the non-use of hard chemicals, shortens
washing time, and even enhances the gloss of cars by roughly 40%.

Nissan thoroughly processes wastewater at its various plants. Wastewaterfrom two Nissan plants in Aguascalientes, Mexico, is used to maintainlandscaping on the sites, with no off-site discharge.
We also are strengthening water pollution prevention measures in ourJapanese plants. In preparation for unexpected occurrences, such as thedischarge of oil, we have attached water quality sensors to the discharge
points of wastewater treatment facilities. Discharge of water outside thesites is automatically suspended if water quality problems are detected. In
addition, we installed water quality sensors on rainwater drainage outlets
which automatically close floodgates even for heavy rains.

Water Input for Corporate Activities（FY）

In fiscal 2021, water input for corporate activities was 20,090 thousand m³,
a 5.1% decrease compared with the fiscal 2020 level. In fiscal 2021, water
input from production sites was 19,495 thousand m³ ★.
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, pleasesee here.
>>> P083

Unit

2020

2021

Total

thousand m³

21,15920,090Japan

thousand m³

10,797

10,317

North America

thousand m³

3,888

4,047

Europethousand m³

1,373

1,404

Other

thousand m³

5,101

4,322

2021

Total

thousand m³

13,624

13,986Japan

thousand m³

8,474

8,771

North America

thousand m³

2,351

2,565

Europethousand m³

1,094

1,073

Other

thousand m³

1,705

1,577

Chemical oxygen
demand (COD)
Japan only*kg

18,017

19,941

（FY）

Unit

2020

Quality* The calculation method has been revised and the figure for 2020 has been updated.
* Click here for more information on water resource management.
>>> P210SUSTAINABILITY REPORT 2022

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NISSAN MOTOR CORPORATION

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Corporate direction

Environmental Policies
and Philosophy

Environmental

Climate Change

SocialAir Quality

Resource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Water Consumption in Corporate Activities
The total amount of water consumed in corporate activities in fiscal 2021
was 6,103 thousand m³ *, a decrease of 19.0% compared to fiscal 2020.
* Based on GRI 303, total water consumption is total water withdrawn minus total water
discharged as calculated by Nissan.
（FY）

Unit

2020

2021

Total

thousand m³

7,535

6,103

Japan

thousand m³

2,323

1,546

North America

thousand m³

1,537

1,481

Europethousand m³

279

331

Other

thousand m³

3,396

2,745

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Environmental Policies
and Philosophy

Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

THIRD-PARTY ASSURANCE

Independent Assurance Report

To the Representative Executive Officer, President and CEO of Nissan Motor Co., Ltd.
We were engaged by Nissan Motor Co., Ltd. (the “Company”) to undertake a limited assurance engagement of
the environmental performance indicators marked with a star ★ (the “Indicators”) for the period from April 1,
2021 to March 31, 2022 included in its Sustainability Report 2022 (the “Report”) for the fiscal year ended March
31, 2022.
The Company’s Responsibility
The Company is responsible for the preparation of the Indicators in accordance with its own reporting criteria(the “Company’s reporting criteria”), as described in the Report.

Our Independence and Quality Control
We have complied with the Code of Ethics for Professional Accountants issued by the International Ethics
Standards Board for Accountants, which includes independence and other requirements founded on fundamental
principles of integrity, objectivity, professional competence and due care, confidentiality and professional
behavior. In accordance with International Standard on Quality Control 1, we maintain a comprehensive systemof quality control including documented policies and procedures regarding compliance with ethical requirements,
professional standards and applicable legal and regulatory requirements.
/s/Kazuhiko Saito
Kazuhiko Saito, Partner, Representative Director
KPMG AZSA Sustainability Co., Ltd.
Tokyo, Japan
July 15, 2022

Our Responsibility
Our responsibility is to express a limited assurance conclusion on the Indicators based on the procedures we have
performed. We conducted our engagement in accordance with the ‘International Standard on Assurance
Engagements (ISAE) 3000, Assurance Engagements other than Audits or Reviews of Historical Financial
Information’ and the ‘ISAE 3410, Assurance Engagements on Greenhouse Gas Statements’ issued by theInternational Auditing and Assurance Standards Board. The limited assurance engagement consisted of making
inquiries, primarily of persons responsible for the preparation of information presented in the Report, andapplying analytical and other procedures, and the procedures performed vary in nature from, and are less in extent
than for, a reasonable assurance engagement. The level of assurance provided is thus not as high as that provided
by a reasonable assurance engagement. Our assurance procedures included:
 Interviewing the Company’s responsible personnel to obtain an understanding of its policy for preparing theReport and reviewing the Company’s reporting criteria.
 Inquiring about the design of the systems and methods used to collect and process the Indicators.
 Performing analytical procedures on the Indicators.
 Examining, on a test basis, evidence supporting the generation, aggregation and reporting of the Indicators
in conformity with the Company’s reporting criteria, and recalculating the Indicators.
 Visiting the Company’s Tochigi Plant selected on the basis of a risk analysis.
 Evaluating the overall presentation of the Indicators.

Conclusion
Based on the procedures performed, as described above, nothing has come to our attention that causes us tobelieve that the Indicators in the Report are not prepared, in all material respects, in accordance with theCompany’s reporting criteria as described in the Report.

Notes to the Reader of Independent Assurance Report:
This is a copy of the Independent Assurance Report and the original copies are kept separately by the Company and KPMG AZSA
Sustainability Co., Ltd.

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Contents
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Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency[Remarks] Basis of calculation for CO2 emissions, waste generated andwater input subject to third-party assurance■ CO2 emissions from production sites: Calculated based on Nissan internal

standards. The energy use data of each site is based on invoices fromsuppliers, which are multiplied by a CO2 emissions coefficient publicly
available for each production site.
■ CO2 emissions from purchased goods and services: Calculated bymultiplying the amount of raw material input by CO2 emission factors byitem for major raw materials purchased in the production of automobiles.
Major raw materials consist of steel, aluminum, plastics, rubber, tyre andothers. The Gabi professional database Ver.10.5.0.76 is applied to CO2emission factors by item. The Tyre LCCO2 Calculation Guidelines Ver.3.0.1
issued by the Japan Automobile Tyre Manufacturers Association, Inc. isreferred to the CO2 emission factor for tyre.
■ 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 2021 sales
volumes. The average CO2 emissions for the use phase (including directemissions only) per unit are calculated for each of our main regions(Japan, U.S., EU and China) and extrapolated from average emissions ofthese markets for other markets. The IEA Mobility Model (MoMo) issued
by the International Energy Agency was used to determine estimatedaverage lifecycle mileages.
■ Scope 3 emissions figures are estimates subject to varying inherent
uncertainties.

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Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations■ Waste generated from production sites: Calculated based on Nissaninternal standards. The discharged waste within production sites isbased on data from truck scales at the sites or data reported by disposal
contractors. However, materials recycled in-house, used in reproduction(reused by Nissan) or recycled (as salable, valuable materials) are notcategorized as generated waste. In addition, non-steady and irregular
generated waste, waste generated in canteens, waste from permanently
stationed companies at the sites, waste generated by external vendors
and waste from construction are excluded.
■ Water input from production sites: Calculated based on Nissan internal
standards. Water input is the water withdrawal amount according to billingmeters or company meters installed on site. The water withdrawal amountincludes drinking water (tap water), industrial-use water, undergroundwater (spring/well water) and rainwater or the like.

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NISSAN MOTOR CORPORATION

Contents
Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Strengthening Our Business Foundations to Address Environmental Issues
Environmental Governance* Click here for more information on our Environmental Governance.
>>> P052

Enhancing Environmental Management Based on ISO
14001
As of January 2011, the Nissan Global Headquarters and all other main
Nissan facilities in Japan have acquired ISO 14001 certification forenvironmental management systems. We have appointed an environmental
management officer to oversee our environmental activities. Throughsteady application of the PDCA cycle, we are improving our environmental
performance worldwide. The coordinated goals set by the environmental
management officer for the Companywide management system arecascaded down to the employees working in all facilities through local
offices.
Nissanʼs ISO secretariat oversees companywide efforts, while local offices
in Japan are responsible for activities at each facility and division, andfor coordinating the proposals submitted by employees. By engaging in
discussions at least once a month, the ISO secretariat and local offices
confirm progress made toward established goals, to share best practices,to improve management systems, to develop plans for the next fiscal year,
and to communicate requests from local facilities and divisions. The items
discussed are reported to the environmental management officer twice ayear (once in the management review conference) so that Nissan can decideon needed improvements.
To confirm that management is functioning properly with respect toenvironmental management, we periodically retain third-party organizations
to conduct audits. Additionally, to strengthen compliance, we conduct
internal audits with respect to areas covered by third-party audits as well
as all other environmental activities, prioritizing adherence to government
reporting requirements and identifying risks. These third-party and internal
audit initiatives are aimed at establishing a system capable of detecting
human error, however small, and pursuing improved operations.
Nissanʼs overseas production plants have also acquired ISO 14001
certification. Nissanʼs policy is to establish environmental management
systems in all regions where we operate in accordance with the same
standards.

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Contents
Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Nissanʼs Voluntary Operational Standards
Stricter controls on environment-impacting substances are being
implemented in countries around the world. Examples include the European
ELV Directive, the European Unionʼs Registration, Evaluation, Authorisation
and Restriction of Chemicals (REACH) Regulation, which went into effectin June 2007, and Japanʼs Act on the Evaluation of Chemical Substances
and Regulation of Their Manufacture. The Japan Automobile Manufacturers
Association (JAMA) has launched a voluntary program to help minimize
the potential release of formaldehyde, toluene, and other volatile organic
compounds (VOCs)*1 in vehicle cabins. This program utilizes the VOC
guidance value established by the Ministry of Health, Labor and Welfare
for specific substances in January 2002 to be met for all new models
manufactured or sold by Nissan in Japan after April 2007.
Nissan is strengthening its management of environment-impacting
substances, adhering to a planned schedule for their reduction andadvancing the use of alternative substances. In 2005, we drew up policies
regarding the use of substances scientifically recognized as being hazardousor carrying high hazard risks, as well as those identified by NGOs as
dangerous. In 2007, these policies, which restrict environment-impacting
substances even more than the domestic laws of the countries where we
operate, were rolled out globally.
Based on the above-referenced policies, Nissan developed a specificNissan Engineering Standard (NES) for the Restricted Use of Substances,which identifies the chemical substances whose use is either prohibitedor controlled. The NES is applied in material selection and also in thecomponents and parts used in our vehicles from initial development onward.
For example, four heavy metal compounds (mercury, lead, cadmium, andhexavalent chromium) and the polybrominated diphenyl ether (PBDE) flame

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Strengthening Our
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retardant have been either prohibited or restricted in models (excluding
OEM vehicles) launched globally since July 2007. To control VOC use in
car interiors, Nissan adopted the voluntary targets of JAMA as our own
standards for global operations, and we are reviewing and reducing the useof prohibited and controlled chemical substances in materials and adhesives
for seats, door trim, floor carpet and other parts.
Every year, we revise the Restricted Use of Substances standards to reflectchanges in international laws and regulations and to add new substances
covered by our voluntary internal standards. For the 2017 revision, themembers of the Renault-Nissan Alliance implemented shared standards
based on a reassessment of select criteria for hazards and risks that go
beyond the level of compliance, strengthening Alliance activities.
We build and maintain communication and management systems throughout
the supply chain. For example, we disclose information to users and submit
REACH reports to the relevant authorities about the vehicles and parts
produced in or exported to Europe from Japan and other countries (including
some from the U.S.). We also comply with Classification, Labeling andPackaging of Substances and Mixtures regulations.
*1 VOCs: Organic chemicals that readily evaporate and become gaseous at normal temperatureand pressure conditions.

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Sanctions and Government Guidance at Nissan
Production Facilities
During fiscal 2021, in relation to the environmental management system,
none of Nissanʼs production facilities received notifications or sanctions fromthe government regarding significant violations of environmental laws or
regulations.

Raising Employee AwarenessNissanʼs environmental activities are enabled by the knowledge, awareness,and competency of its employees. Based on ISO 14001 standards, we willconduct employee education rooted in the Nissan Green Program 2022
(NGP2022) regarding CO2 emission reductions, energy, water consumption,
and waste. In addition, education regarding environmental accident
prevention and the management of hazardous materials is provided every
year to all employees, including those from affiliated companies working in
our production facilities. Training programs with quantitative evaluation are
deployed to improve the skills and knowledge of each employee on how to
reduce environmental impact in their activities. The content of these training
programs is updated every year.
In Japan, we have original educational curriculums to deepen theirunderstanding of NGP2022 and environmental issues surrounding the auto
industry through an orientation for new employees, seminars for middle
managers and town hall meetings between managements and employees.
Employees can stay up to date on our latest environmental attempts throughfeatures in the intranet, internal newsletters, and in-house video broadcasts.
Overseas, we provide information and education to employees through theintranet, videos, events, and various other communication approaches suited
to each region.

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Third-Party Assurance

Strengthening Our
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Employee-Initiated Activities and Evaluation System
In fiscal 2008, we added “environment” to the range of kaizen issues
addressed by quality control (QC) circles. This offered 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
employees are evaluated by managers and QC circle secretariats for theirpotential contribution to environmental improvement, among other factors,
after which we may implement those with the highest potential.
The knowledge and skills of the frontline employees on CO2 emission
reduction, energy management, water conservation, and waste andlandfill reduction have been compiled in a best-practices manual andshared among global facilities. We hold contests in some facilities during
officially designated months in Japan to keep employees motivated about
participating in environmental activities. These include the Energy Use
Reduction Idea Contest in February (energy-efficiency month), the Water
Usage Reduction Idea Contest in June (environment month), and the Waste
Reduction Idea Contest in October (3R promotion month).
We also use various methods to reward employees for their contributions toenvironmental improvement activities. These activities are included in theannual performance goals used at some Japanese and overseas locations.
This system assesses employeesʼ achievement of goals, reflecting this inperformance-related elements of employee bonuses.
Employees are also recognized for environmental improvement throughNissan prizes presented by the CEO or other executives, awards given byplant heads, and “THANKS CARD” recognition from managers for excellent
work or achievements.

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Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Life Cycle Assessment to Reduce Environmental
ImpactNissan conducts environmental risk management based on solid
environmental policy by assignment personnel in each facilities, validation
by supervisors and regularly inspections. We also identify potential risks
by conducting life cycle assessments (LCAs). The LCA method is used toquantitatively evaluate and comprehensively assess environmental impact,
not just when vehicles are in use, but at all stages of their life cycle, fromresource extraction, manufacturing, and transport to disposal.
During the period of NGP2022, we are applying the LCA method toensure steadfast implementation of our environmental activities, such asby identifying their progress and examining ways to further reduce ourenvironmental 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
Management Association for Industry since 2010 and since 2013 by third
party TÜV Rheinland in Germany (renewal on of November 2021). The latter
certification is based on ISO 14040 / 14044 standards and validates theenvironmental impact calculations in our product LCAs.
We will use the calculations above during the NGP2022 period to conduct
LCAs of new vehicles and technologies and enhance efficiency during boththe manufacture and operation of vehicles with the aim of further reducing
environmental impact during the life cycle of Nissan vehicles.

Governance
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Raw material
extraction

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Manufacturing

VEHICLELIFE
CYCLE

End-of-life
vehicle recycling
or reuse

Vehicle use

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Corporate direction

Environmental Policies
and Philosophy

Environmental

Climate Change

SocialAir Quality

Resource Dependency

Global Top-Selling Modelʼs Life Cycle Improvements
We have been expanding the application of the LCA method and enhancing
the understanding of the environmental impact of our products inquantitative terms, especially our best-selling models worldwide. Coverage
on a unit basis has reached approximately 80% of models globally andapproximately 90% in Europe.
With the Rogue (X-trail) and Qashqai, for example, improvements in internal
combustion engine efficiency and vehicle weight reduction have led to bothenhanced safety features and lower CO2 emissions.

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

（%）
100

80

80

60

60

40

Current model:
1.5 liters, CVTPrevious model:
2.5 liters, CVT

200Previous
model

40
20
0

Current
model

Current model:
1.3 liters, 6MT
Previous model:
2.0 liters, CVTPrevious
model

Current
model

Qashqai＊2

Rogue (X-Trail)＊1■ Production & logistics■ Fuel & electricity production■ Usage■ Maintenance

■ ELV

＊1

Production in the U.S., 120,000 miles driven in the U.S. (basis for comparison).
＊2
Production in EU, 150,000 km driven in EU (basis for comparison).

LCA Comparison for e-POWER Models
Nissan introduced its new e-POWER powertrain in 2016, marking anothersignificant milestone in the electrification strategy with life cycle emission
improvements.

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Third-Party Assurance

Compared to their gasoline-powered counterpart models, the Note
e-POWER and Serena e-POWER have achieved a 19% and 27% reduction
in CO2 emissions, respectively.
Electrified e-POWER vehicles use a system in which a gasoline engine
operates only under certain circumstances and is used to generate
electricity. As a result, e-POWER vehicles achieve lower exhaust emissions
and better fuel efficiency for driving than conventional gasoline engines.
Also, since an e-POWER vehicle only requires a small battery (unlike onethat is 100% electric), emissions from the manufacture of dedicated EV
parts such as batteries can be kept at a level only slightly above that forparts for conventional vehicles.
There is future potential for further reductions in CO2 emissions throughadditional weight reductions and the optimization of “running energy
management by e-POWER”.

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

（%）
100

80

80

60

60

40

e-POWER : 1.2 liters
Base model : 1.2 liters

20
0

40

e-POWER : 1.2 liters
Base model : 2.0 liters

20

Base model

0

e-POWER

Base model

Note■ Production & logistics■ Fuel & electricity production

e-POWER

Serena■ Usage■ Maintenance■ ELV

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

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Climate Change

Environmental
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SocialResource Dependency

LCA Comparison of EV Models
The Nissan LEAF reduces its lifecycle CO2 emissions by approximately 32%
compared to conventional vehicles of the same class in Japan. The Nissan
Ariya launched in 2022 achieves both further improvement of EV productperformance and reduction of environmental impact. It extends EV driving
range and reduces lifecycle CO2 emissions by approximately 18% comparedto same segment gasoline-powered models in Japan.
Nissan has enhanced carbon reduction attempt through Nissan Ariya's
vehicle life cycle.
Nissan keeps continuously to reduce CO2 emission from EV production
process by improving the yield ratio of materials and increasing the use ofrecycled materials. On top, by introducing the Nissan Intelligent Factory
to our Tochigi-plant, Nissan accelerate carbon neutrality in manufacturingwith improving productivity in vehicle assembly, energy efficiency andelectrification with uses of electricity generated from renewable energy
sources.
To reduce environmental load in vehicle use, Nissan continually reducing
CO2 emissions by improving efficiency of electric powertrains including
battery, power savings on accessories and increasing renewable energy
usage.
Nissan is also promoting vehicle battery reusing to realize thedecarbonization of whole society as a stationary battery for distributed
power supply to storage various renewable energies.
Nissan will keep reducing the environmental impact from the entire life cycleof electric vehicles.

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

（%）
100

80

80

60

60

40

Nissan LEAF

20
0

40

Nissan ARIYA

20
NissanLEAF:
40 kWhBattery0■ Production & logistics■ Fuel & electricity production

Same
class
model:
Gasoline
1.8 L

Same
class
model:
Gasoline
2.0 L

NissanARIYA:
66 kWhBattery■ Usage■ Maintenance■ ELV

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

Life Cycle Improvements beyond
Climate Change
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 andocean acidification and eutrophication.
Our calculations show that, compared
to conventional gasoline engines, theSerena e-POWER is significantly moreenvironmentally friendly, achieving 11% and
27% emission reductions for all targetedchemical substances and achieving
environmental benefits throughout its life cycle.

Emissions Improvementin the New Serena
e-POWERover Its Lifecycle
CO2

100%
80%

NMVOC

60%

81%

CH4

73%

40%

86%

20%
0%

89%

SO2

84%

83%

N2O

NOx
Conventional
e-POWER
Production in Japan, 100,000 km driven in Japan.

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SocialResource Dependency

Stakeholder Engagement
Working with Suppliers
As part of NGP2022, we are working to improve suppliersʼ environmental
performance via the following three initiatives:• We encourage all our global suppliers to manage parts and materials witha shared environmental philosophy in alignment with the Nissan Green
Purchasing Guidelines. These guidelines are based on The Renault-Nissan
Purchasing Way and the Renault-Nissan Supplier CSR Guidelines andprovide detailed information regarding environmental matters. In August
2018, based on NGP2022, we revised the content of the guidelines, adding
requests that suppliers undertake their own environmental activities. In May
2019, in order to strengthen the management of environment-impacting
substances, we added rules that include supplier self-diagnoses pertaining
to the management of environment-impacting substances. To realize carbon
neutrality in 2050, we clarified the Nissan Green Purchasing Guidelines in
May 2022, requesting that suppliers systematically promote autonomous
activities while Nissan works with suppliers on issues related to plan
execution.
• We also participate in the supply-chain program of CDP, an international
nonprofit, through which we request information on climate change andwater from suppliers and conduct comprehensive performance reviews.
During fiscal 2021, we asked our large contract suppliers to take part in the
supply-chain program to provide responses on their environmental activities;
80% of them participated in the CDP program on climate change data and
72% in the CDP program on water security. Based on the results from thesesurveys, we engaged with a number of suppliers in order to incentivize workon the ongoing improvement of their environmental initiatives.

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Third-Party Assurance

Strengthening Our
Business Foundations• We are promoting THANKS (Trusty and Harmonious Alliance Network
Kaizen activity with Suppliers) activities, a joint improvement programthat emphasizes trust and cooperation with suppliers. Regarding energyuse (electricity and gas) and CO2 emission reduction in particular, weare taking the lead in cooperating with our main suppliers as part of theenergy-efficient THANKS activities, based on the initiatives of our internal
production facilities.

Working with Consolidated Production Companies
We encourage our consolidated production companies in a variety ofmarkets to acquire ISO 14001 certification and to undertake otherenvironmental initiatives based on their respective policies. Meetings withmajor consolidated production companies in Japan are held to exchange
views on cooperation toward the goals outlined in NGP2022. The meetings
lead to a deeper shared understanding of the details of NGP2022 and theinitiatives undertaken by each company.

Working with Dealerships
Our dealerships in Japan have introduced an original approach toenvironmental management based on ISO 14001 certification called the“Nissan Green Shop” certification system. This program is managed throughinternal audits conducted by the dealerships every six months, in addition toannual reviews and certification renewal audits carried out every three years
by Nissan Motor Co., Ltd. (NML). As of the end of March 2022, the system
has certified approximately 2,700 dealerships of 151 dealers, including parts
dealers, as Nissan Green Shops.

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Environmental Policies
and Philosophy

Corporate direction
Climate Change

Environmental
Air Quality

SocialResource Dependency

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

Working with Future Generations

Working with NGOs

Todayʼs youths are the future leaders of our society. We are working to share
information on environmental issues with the younger generation, and toraise awareness among tomorrowʼs leaders.
We have been conducting environmental programs for students in school
visits in Japan since 2008 in which more than 112,400 students had
participated as of March 2022. In NGP2022, we will further expand theprogram in Japan and in other countries.

Nissan believes that environmental activities are critical in social contribution
activities, thus we are engaged in various activities to realize a low
carbon society, including implementing educational programs to deepen
understanding of global environmental issues. At the same time, in order to
respond to the increasing complexity of environmental issues, we believethat it is effective to collaborate with NGOs, NPOs, governments, and various
other stakeholders to enhance these activities while making the most of ourmutual strengths.
Our Corporate Philanthropy Goal is to realize a cleaner, safer, and more
inclusive society. NGP2022 seeks to support local communities throughvarious projects by collaborating globally with NGOs to respond to issues
such as climate change and water scarcity.

Key Activities in NGP2022
Youth education programs, such as Nissan Waku-Waku Eco School, aninteractive program delivered by Nissan employees to schoolchildren, will be
expanded globally to:• Share knowledge of global environmental issues• Introduce our environmental initiatives, such as the Nissan LEAF EV andour other green technologies
Through environmental education, theprogram encourages participants to adopt
eco-friendly activities in their daily lives.

Key Activities in NGP2022• Fostering employees environmental awareness through participation in
World Wide Fund for Nature Japan (WWF Japan) campaigns• Continue participation in WWF Japanʼs worldwide Earth Hourenvironmental awareness-raising campaign toward greenhouse gas
emission reduction• Support the “Walk in Her Shoes” campaign organized by Care International
Japan to build awareness of water scarcity and human rights issues
in developing countries, and promote employees to participate in the
campaign.

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Contents

Corporate direction

Environmental Policies
and Philosophy

Climate Change

Environmental
Air Quality

SocialResource Dependency

Further Alignment with Governments and Partner
Companies
Since 2006, Nissan has estimated long-term CO2 reductions based on
the latest Intergovernmental Panel on Climate Change (IPCC) reports, setretroactive medium-term goals in the Nissan Green Program, and madeefforts to realize a society that is “a Symbiosis of People, Vehicles andNature” by ensuring these goals are achieved every year.
The Paris Agreement was adopted at COP21 in 2015, at which time Nissan
recognized the importance of the common goals of “holding the increasein the global average temperature to well below 2℃ and pursuing efforts
to limit the temperature increase to 1.5℃ above preindustrial levels,” andreaffirmed the consistency between these goals and Nissanʼs long-term
vision.
In addition to support and endorsement of the Paris Agreement, from the
IPCC special report Nissan recognized the need to further enhance its
vision. In January 2021, Nissan declared the goal of carbon neutrality in
2050 across the product life cycle including business operations. Nissan

Governance
Water Scarcity

Data / Index

Third-Party Assurance

Strengthening Our
Business Foundations

announced Nissan Ambition 2030 in November 2021, which includes
promoting electrification initiatives that combine ambitious actions. Activities
included the creation of an EV ecosystem require collaborations withgovernments, and a wide range of partners including companies in otherindustries.
With regard to coordination with governments, Nissan made the decision
to participate in the GX League* in order to expand opportunities forcollaborations. As one of 440 member companies participating in the
GX League, Nissan strives to enhance the efficacy of its climate change
initiatives.
We also reviewed the stances of our industry associations on climate change
and were able to confirm that they are in alignment with the direction Nissan
should be heading. We will continue to collaborate within the automotive
industry through the activities of our industry associations and take on thechallenge of becoming carbon neutral together with our partners.
* Click here for more information on “GX League” in Japanese Only.
https://gx-league.go.jp/

Results of Reviews of Stances at Industry Organizations to Which Nissan is a Member
Group
Japan Automobile
Manufacturers
Association (JAMA)

Japanese Business
Federation (Keidanren)

Alliance for Automotive
Innovation (AAI)

Paris Agreement Stance* Following text is translated by Nissan.

• All out to achieve carbon neutrality (CN) in 2050
• CN by 2050 is not achievable without breakthrough technologies, premised on
inexpensive and stable CN electricity and requiring strong support incl. policy andfinancial measures(21.04.08: Probing deeper into energy conservation, issues and requests targeting CN in 2050)• Environment is the foundation of business activities and daily life; a sustainable
society is the business communityʼs top concern.
• Keidanren works with the government toward “CN by 2050” with unwavering
determination(20.12.15: Toward CN by 2050 (“Society 5.0 with CN”) Determination and Actions of the BusinessCommunity)• Auto industry is poised to target a 40–50% EV ratio by the end of this decade(21.10.12: President and CEO John Bozzella)Nissan stance alignment with Paris Agreement• JAMAʼs goal of CN in 2050 aligned with Paris Agreement goals and Nissanʼs Vision• CEO Uchida is the JAMA Vice Chair, Nissan executive officers are subcommittee chairs• Developing fair and equitable LCA evaluations for autos focused on CN, promoting LCA
international standardization through its subcommittee• Nissan and JAMA aligned and will continue to cooperate toward CN in 2050
• Confirmed Keidanrenʼs goal of CN in 2050 is consistent with Paris Agreement and Nissanʼs
Vision• Nissan and Keidanren aligned and will continue to cooperate toward CN in 2050
• AAI's ambitious EV ratio of 40-50% consistent with Nissan's goal for a 40% EV ratio in U.S.
by 2030• Nissan and AAI aligned and will continue to cooperate to achieve these goals
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Contents

Corporate direction

Environmental

SocialGovernance

Data / Index

SocialSocial Policies and Philosophy …………… 095

Supply Chain Management ………………… 133

Human Rights…………………………………… 096

Human Resource Development …………… 140

Traffic Safety …………………………………… 102

Labor Practices ………………………………… 145

Diversity and Inclusion………………………… 108

Employees' Health and Safety ……………… 151

Product Safety and Quality ………………… 124

Community Engagement …………………… 160

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Contents
Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Social Policies and Philosophy
Nissanʼs business activities are supported by various stakeholders. As well
as respecting the rights of all stakeholders, as a global company we conduct
our business activities with a constant awareness of societyʼs needs andsocial responsibility in order to contribute to the sustainable development ofsociety.
Through an assessment of various business risks and opportunities, we haveset six key areas in the Social dimension as part of Nissan Sustainability
2022, and we are conducting related initiatives in these areas. The six areas
are Traffic Safety, Diversity and Inclusion, Quality, Supply Chain, Employees,
and Community Engagement.
In Traffic Safety, our goal is zero fatalities: reducing the number of deaths
from accidents involving Nissan vehicles to virtually zero. To this end, we
continue working to help reduce traffic accidents.
Regarding Diversity and Inclusion, we are proactively hiring more diverse
talent with different backgrounds to embrace gender and diverse
nationalities as a strength for the organization. We also aim to be a truly
inclusive company so that employees can demonstrate their potential to thefullest.
Quality is fundamental to Nissanʼs activities. Employees at all levels of theorganization are sincerely listening to each one of our customers to improve
quality.
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 thefinished product reaches our customers.

With respect to Employees, we are expanding opportunities for our
employees to learn so that they can each achieve their maximum potential.
We aim to make continuous learning a part of our corporate culture toencourage talent development and achieve sound labor practices and thus
create a dynamic work environment where the health and safety of our staff
is a top priority.
Furthermore, Nissan recognizes local communities are an essential partof its business in every region, and is working to promote Community
Engagement around the world in three strategic areas: environment, traffic
safety, and diversity.
In this Sustainability Report, we report on activities in those six areas and thehuman rights initiatives which are fundamental principles to all of them.

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Contents
Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Human Rights
Human Rights Policies and Philosophy
As the value chains of global corporations expand, social interest is growing
with regard to respect for human rights and how business affects theserights. The automobile industry is also recognizing the issues of human rights
as they relate not only to business processes such as the work environment
for its own employees but also to the supply chain, such as the procurementof parts and materials. The response by industry participants to addressingthese rights is attracting attention.
Nissan has long regarded valuing people and respecting human rights as
fundamental to its management, and this stance is clearly stated in the
Global Code of Conduct established in 2001. All Nissan employees share
the recognition that compliance with the laws, regulations, standards,
and company rules applicable in all countries and regions is fundamental
to conducting business, that the human rights of all stakeholders arerespected, and that it is essential that they act in accordance with thehighest ethical standards.
We do not condone discrimination on the basis of race, nationality, gender,
religion, disability, age, place of origin, gender identity, sexual orientationor any other characteristic nor infringement on human rights in the supply
chain, such as forced labor and child labor.
This respect for human rights is reflected in our corporate purpose, “Driving
innovation to enrich peopleʼs lives”. In addition, the NISSAN WAY (revisedin 2019), a guideline for action common to all employees, defines “Respect
others, respect society” as one of the five values, positioning respect forhuman rights as the foundation of our corporate culture.
In the process of formulating the long-term vision Nissan Ambition 2030

announced in November 2021, many executives, including the CEO,engaged in lively discussions on various issues and initiatives related tohuman rights. The participants reaffirmed their commitment to further
strengthen their efforts to respect human rights and ensure that they are put
into practice in order to realize our corporate purpose.
In fiscal 2021, a special project team for human rights was establishedreporting directly to the CEO. For about eight months, team members
selected from various departments across the company exchanged opinionswith external experts, confirmed social trends and demands, and discussed
the direction Nissan should take. The teamʼs proposal was submitted to andapproved by the Executive Committee, the companyʼs highest decisionmaking body. The proposal defines “Nissanʼs Human Rights Want-to-beStatement” and clarifies key issues, measures, and internal systems forstrengthening human rights management. Going forward, Nissan will work
to instill the “Nissanʼs Human Rights Want-to-be Statement” throughout thecompany and promote even fuller respect for human rights on a global scale.

Nissanʼs Human Rights Want-to-be Statement• To address various issues and risks through proactive and open
communications with our stakeholders and ensure that human rights
are respected and naturally incorporated into our daily work.
• To allow each individual, including Nissan employees and business
partners, to maximize their abilities in a diverse and inclusive
workplace with a peace of mind.

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Contents
Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Human Rights Policy Statement
In addition to being a signatory of the UN Global Compact, Nissan iscommitted to respect all human rights as set out in the Universal Declarationof Human Rights (UDHR), as well as the International Covenant on Civil andPolitical Rights (ICCPR), the International Covenant on Economic, Social
and Cultural Rights (ICESCR), and the International Labour Organization
Declaration on Fundamental Principles and Rights at Work (ILO Core Labour
Standards).
Based on the UN Guiding Principles on Business and Human Rights(UNGPs), we formulated and published the Nissan Human Rights Policy
Statement*1 (First Edition) in June 2017 to actively prevent adverse humanrights impacts and updated it in July 2021.
Also in 2021, Nissan formulated and published the Nissan Global Guidelineon Human Rights,*2 which outline specific measures for employees
regarding respect for human rights, with the aim of ensuring compliancewith and thorough implementation of the Nissan Human Rights Policy
Statement. The guideline is intended to help Nissan employees in the
countries and regions where Nissan operates feel more secure in their workand to ensure consistency between Nissan's activities and the way thecompany addresses human rights issues as required by international andlocal communities.
Under the revised policy statement and newly formulated guideline, Nissan
is fulfilling its corporate responsibilities, practicing its mission, conducting
business activities, and promoting initiatives to respect human rights in orderto realize its corporate purpose.
Click here to download the Global Code of Conduct.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/NISSAN_GCC_
E.pdf

GovernanceSupply Chain
Management

Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement*1 Click here for download the Nissan Human Rights Policy Statement (revised version).
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/HUMAN_RIGHTS/*2 Click here for download the Nissan Global Guideline on Human Rights
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/HUMAN_RIGHTS_
GUIDELINE/

Milestones Related to Respect for Human Rights
Policies and Philosophy

Approaches

2001 Formulates Global Code of Conduct
2004 Signs United Nations Global Compact
2010
2013
2015
2016
2017
2018

Establishes Diversity Development OfficePublishes Renault-Nissan CSR Guidelines
for Suppliers
Starts the research for conflict minerals
Formulates Action Against Conflict Minerals and publishes research results annually
thereafter
Publishes revision to Renault-Nissan CSR
Guidelines for Suppliers
Starts third-party assessment of suppliersʼ
sustainability activities
Formulates and publishes Nissan Human
Rights Policy Statement Updates Global
Introduces SpeakUp system
Code of Conduct
Announces Nissan Sustainability 2022

2019
Updates Global Minerals Sourcing Policy
2020 Statement Publishes Customer Privacy
PolicyPublishes Nissan Global Guideline on
Human Rights
2021 Publishes revision to Nissan Human Rights
Policy Statement

Implements Corporate Impact Assessment
Conducts a human rights assessment at
Nissan South Africa (Pty)
Conducts a human rights assessment at
Nissan Motor Thailand (NMT) and groupcompanies (Nissan Powertrain (Thailand)Co., Ltd. and SNN Tools & Dies Co., Ltd.)
Conducts a human rights assessment at
Nissan North America Inc. (NNA)
Launches a special project team for humanrights reporting directly to the CEO tostrengthen human rights management

Publishes “Renault-Nissan CSR Guidelines
2022 for Suppliers” Supplementary Handbook for
Nissan Suppliers

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Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Human Rights Management
Governance Related to Human Rights
At Nissan governance related to human rights is directed by the Global
Sustainability Steering Committee chaired by the Chief Sustainability Officer(CSO) in accordance with the Nissan Human Rights Policy Statement.
Discussions at the Global Sustainability Steering Committee are reported
and proposed to the Executive Committee (EC), the highest decision-making
body at Nissan, to ensure that respect for human rights is instilled andestablished at all levels of Nissan's business activities.
Furthermore, Nissan regularly reviews Nissan Human Rights Policy
Statement and the Nissan Global Guideline on Human Rights in accordancewith relevant internal policies and rules as well as external laws, regulations,guidelines, and social demands.
It continuously conducts human rights due diligence based on these policies,in order to enhance its efforts to respect human rights and reduce risks ofhuman rights issues.
We also disclose and report the status of these human rights initiatives bothinternally and externally in a timely and appropriate manner. In addition, we
have also incorporated “human rights” into our corporate risk map based on
the Global Risk Management Policy.
* Click here for more information on“Risk Management Enhancement Efforts”.
>>> P180

Human Rights Management for Employees and in
Collaboration with Suppliers
The Nissan Human Rights Policy Statement and the Nissan Global
Guideline on Human Rights are applicable to all of Nissanʼs executives andemployees.

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Nissanʼs fundamental ethical expectations from society are also clarified
in the Global Code of Conduct. All executives and employees recognize
the importance of applying the aforementioned statement beyond Nissanʼsown operations. At every level of our global supply chain, we aim to conduct
ethical, social, and environmentally conscious business activities. We also
work together with suppliers, contractors, and other business partners toachieve this goal.
Since 2006, Nissan has shared a set of common values and processes
around purchasing known as The Renault-Nissan Purchasing Way with its
worldwide network of suppliers. Common values regarding human rights andlabor are also shared via the Renault-Nissan CSR Guidelines for Suppliers.
It details our expectations and request implementation regarding respectfor human rights and prohibition of child labor and forced labor. We also
evaluate our suppliersʼ sustainability activities including respect for humanrights through third-party assessment. In addition, we require businesses
we deal with to take the initiative and carry out due diligence on responsible
minerals sourcing.
Please refer to the Supply Chain Management section for further information
on human rights initiatives in the supply chain.
We are also strengthening communication with our sales companies andpromoting consistent sustainability management, including on human rights
issues.
At the same time, Nissan has grievance mechanisms and processes in placeand it allows collecting and remedying various types of complaints, including
complaints related to allegations of potential human rights abuses. The
whistleblowing system provides for anonymity where legally allowed. We arecommitted to investigating, addressing, and responding to concerns raised,and employees who make inquiries are protected from retaliation as definedin whistleblowing processes.

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Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality* Click here for more information on the Nissan Global Guideline on Human Rights.
>>> P146* Click here for more information on supply chain-related human rights initiatives.
>>> P133* Click here for more information on a globally integrated reporting system.
>>> P187
See below for more details about our policies and guidelines.
・ Global Code of Conduct

https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/NISSAN_GCC_
E.pdf
・ Renault-Nissan CSR Guidelines for Suppliers
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/SUPPLIERS2015/
・ “Renault-Nissan CSR Guidelines for Suppliers” Supplementary Handbook for Nissan Suppliers
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/SUPPLIERS_SH/・ Global Minerals Sourcing Policy Statement
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/Minerals_
Sourcing_Policy_e.pdf
・ Customer Privacy Policy
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/Customer_
Privacy_Policy_e.pdf
・ Nissan Global Guideline on Human Rights
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/HUMAN_RIGHTS_
GUIDELINE/index.html

Human Rights Achievements
Nissan recognizes the need to take a comprehensive approach to managing
human rights. After respecting local laws and identifying actual or potential
risks related to human rights that we might have inadvertently caused
or contributed to cases of human rights violations, we consider it vital tomonitor and assess such risks, as well as to develop appropriate response
strategies.

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Human Rights Due Diligence
Nissan has established and operates the human rights due diligenceprocess in accordance with the United Nations Guiding Principles on
Business and Human Rights (UNGPs) and the OECD* Due Diligence
Guidance for Responsible Business Conduct. We conduct regular humanrights assessments to identify, prevent, and mitigate human rights risks, takecorrective actions, track implementation and results, and communicate how
we have addressed impacts, thus implementing a PDCA cycle for humanrights management.

GUIDING PRINCIPLESON BUSINESSAND HUMAN RIGHTSOECD DUE DILIGENCE GUIDANCEFOR RESPONSIBLE
BUSINESS CONDUCT

Implementing
the United Nations“Protect, Respect andRemedy” Framework

Photos: © shutterstock.com
Designed and printed by the Publishing Service, United Nations,Geneva — GE.11-46529 — January 2012 — 4 951 — HR/PUB/11/4

Contents

Human Rights Due Diligence Process
Human Rights Human Rights
PolicyAssessment

Strategy &Integration

Monitoring*& Reporting

Communication &Stakeholder
Engagement* Incl. Grievance Mechanism*Organization for Economic Co-operation and Development

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Contents
Social Policies
and Philosophy

Corporate direction
Human Rights

Environmental

Traffic Safety

Diversityand Inclusion

Social
Product Safety
and Quality

Severity of Risk or Impact on Human Rights

In fiscal 2017, in addition to formulating the Nissan Human Rights Policy
Statement, we cooperated with Business for Social Responsibility (BSR),
a U.S. organization promoting sustainability to implement a human rights
assessment that identified areas of requiring focus in Nissan's efforts torespect human rights.
Specifically, in order to identify factors that impact human rights as an
automobile manufacturer, we conducted a human rights impact assessment
from two perspectives: the impact on human rights risks and the potential
impact caused by Nissan, and classified them into priority areas and areas
requiring a response.
Four priority focus areas that Nissan should address by incorporating
business strategies and business activities from among the elements
identified as priorities were identified, namely 1) employee labor conditions,2) supplier labor conditions 3) product safety and 4) customer privacy.
Based on the results of this impact assessment, as part of human rights
due diligence, we worked with BSR to conduct human rights assessments
at Nissan South Africa (Pty) in fiscal 2019 and again in fiscal 2020 at
Nissan Motor Thailand (NMT)
Four priority focus areas identified
and group companies (NissanHigh
Extremely High
Important Areas
Powertrain (Thailand) and SNN
Supplierlabor
Tools & Dies). We confirmed
Employeeconditions
laborconditions
human rights risk was generally
Product safety
low at all companies assessed.
High Important
We formulated action plans
Areas
CustomerPrivacy
to remediate items requiring
improvement identified in theassessments and are improving
Important Areas
them on an ongoing basis byexecuting those plans.
Potential Impact Caused by Nissan
Low

High

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

In fiscal 2021 we conducted human rights assessments at Nissan North
America (NNA) in collaboration with BSR as part of human rights due
diligence in accordance with the Nissan Human Rights Policy Statement
and the newly formulated Nissan Global Guideline on Human Rights. In
the human rights assessment of NNA, we continued to gain support from
BSR, leveraging their expertise. We conducted a self-assessment using
a questionnaire, as was done in the previous assessments, then gained
more comprehensive knowledge of the situation through interviews withlocal employees. In selecting interviewees, we considered attributes suchas employment status, job title, gender, and race in order to include diverse
perspectives. The assessment criteria incorporated international standards
from the International Labor Organization (ILO) and the Organization for
Economic Cooperation and Development (OECD), as well as the Nissan
Global Guideline on Human Rights while also incorporating compliance withlocal laws and regulations.
The assessment did not suggest any inconsistencies with local laws. The
assessment identified potential areas NNA could consider revising to betterreflect the seven themes* outlined in the Nissan Global Guideline on Human
Rights. We will consider and implement mitigation measures for each of
those that are recognized as being at actual risk. As a specific example,
in relation to the theme of labor management systems, the interviewees
raised the concern that employees were not fully aware of the existence ofan Employee Handbook containing work rules and regulations. In response,
we have decided to once again review our internal communications andtraining regarding the handbook to ensure that all employees understand its
contents. In deciding on improvement activities, we engage in dialogue withthe relevant local employees who are affected and make proposals which
are reviewed and approved at the Global Sustainability Steering Committee.
Going forward, for each theme, we will check the progress and effectiveness

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Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Qualityof the improvement activities with the local employees, while at the sametime monitoring and managing the process through the Global Sustainability
Steering Committee.
* Seven themes(evaluation items): Labor Management System & Access to Remedy, Forced
Labor, Child Labor & Young Workers, Working Conditions, Discrimination, Freedom of
Association, and Health and Safety

Employee Education and Training Related to Human
Rights, Internal Reporting System
Nissan holds an “Unconscious Bias e-learning” course to raise human rights
awareness among employees which has been completed by approximately
16,400 people cumulatively. In addition, approximately 730 people havetaken part in our LGBT seminars, held annually since fiscal 2014. Since fiscal
2016, all senior managers have been required to take an e-learning program
about LGBT issues. In fiscal 2020 the content of the e-learning program
was updated and made mandatory training not only for managers but also
for all staff. We also have proactive initiatives to support LGBT staff.*1 Fromfiscal 2021, “Nissan Human Rights e-Learning” for all global employees is
newly established as a compulsory training program. This training focuseson introducing the content of the Nissan Human Rights Policy Statement
and the Nissan Global Guideline on Human Rights and includes messages
from the CEO/CSO, the definition of human rights, business and humanrights, respect for human rights at Nissan, case studies, and knowledge
checks. Through the training, participants learn basic knowledge of humanrights systematically and work to respect human rights in their daily businessactivities.

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Furthermore, 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 andresponding to any concerns reported, and employees who make inquiries areprotected from any form of retaliation.
*1 Click here for more information on initiatives to support LGBT staff.
>>> P115*2 Click here for more information on our global reporting system.
>>> P187* Click here for more information on Responsible Minerals Sourcing.
>>> P138* Click here for more information on Global Code of Conduct training.
>>> P185

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Contents
Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Traffic Safety
Traffic Safety Policies and Philosophy

Traffic Safety Management

The automobile has transformed peopleʼs lives, bringing mobility,
convenience, and the pleasure of driving. In recent years, the automotive
industry has made significant advances, particularly in autonomous driving
technologies and driver-assist features. The world is also undergoing major
structural shifts due to aging populations and the rapid progression ofurbanization. Technological innovation in the automotive sector is expected
to help realize societies with less urban traffic congestion and more ways forsenior citizens to move about safely.
Nissan designs and engineers cars that embody the pleasure and richnessof driving while offering a high level of safety. More than 90% of traffic
accidents are caused by human error. Our goal is zero fatalities: reducing thenumber of deaths from accidents involving Nissan vehicles to virtually zero.
To this end, we continue working to help reduce traffic accidents.

In 2021, there were 2,636 fatalities in Japan caused by traffic accidents.
While this is 203 fewer than in 2020, there are still more than 2,000 deaths
per year due to traffic accidents. According to the World Health Organization(WHO), approximately 1.35 million people die each year in traffic accidents
globally.
Unless significant steps are taken, traffic accidents could become theseventh leading cause of death worldwide by 2030.
Nissan is working to develop vehicle control technologies aimed atsignificantly reduce accidents by utilizing next-generation LIDAR technology.
We are working to enhance technologies that help lessen the severity ofunavoidable accidents and bolster occupant protection.
While pushing forward with technological advancements on the vehicle side,
we are also conducting educational initiatives to help raise safety awarenessfor the motoring public.

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Contents
Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

GovernanceSupply Chain
Management

Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Traffic Safety Achievements

Major External Safety Ratings (Based on 2021 Assessments)

Enhancements to Nissanʼs Safety Technology andExternal Ratings Received

Regions

External AssessmentsJapan

JNCAP*1
Car Safety Performance 2021

Intelligent Emergency Braking* is available on nearly all vehicle categories
sold in Japan, including EVs and commercial vehicles, and standard on all
major models. In North America and Europe, Intelligent Emergency Braking*is available on key models.
Our vehicles have earned high safety ratings on many public andgovernmental tests held in various regions. In particular in Japan, fromfiscal 2020 JNCAP (Japan New Car Assessment Program) commenced
comprehensive assessments in its “Car Safety Performance” evaluations
encompassing the three assessment areas of collision performance ratings,
preventative safety performance ratings, and automatic accident emergency
call devices. To receive the highest score of five stars, high scores mustbe achieved in each assessment area (automatic accident emergency calldevices are a fitment requirement). Following on from the Nissan DAYZ in
fiscal 2020, in “Car Safety Performance 2021” for fiscal 2021 the Nissan
ROOX, Note/Note Aura, and Nissan Kicks received five stars, a testament
to their overall safety performance. 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, thescope of devices subject to this system was expanded, and by fiscal 2021
10 models and 29 types equipped with intelligent emergency braking andpedal misapplication prevention devices (Nissan DAYZ, Nissan ROOX,
Note, Serena, Nissan LEAF, March, Clipper series, and Elgrand) had been
approved.

NCAP*2RatingNissan ROOX

5★ (Highest score)Note/Note Aura

5★ (Highest score)

Nissan Kicks

5★ (Highest score)

Nissan LEAF, Nissan LEAF
5★
Plus, Murano, Altima, Maxima,
Overall Rating (2022 model year)
Sentra, Versa, INFINITI QX50,
TITAN (Crew Cab), Rogue,
Nissan Kicks

U.S.
IIHS*3
EuropeModelsEuro NCAP

4★
Overall Rating (2022 model year)

Maxima, Altima, Rogue, Murano 2022 Top Safety Pick+
Sentra2022 Top Safety Pick

Qashqai

5★

*1 JNCAP: Japan New Car Assessment Program. An automobile assessment program runby the Ministry of Land, Infrastructure, Transport and Tourism and the National Agency for
Automotive Safety and Victimsʼ Aid (NASVA).
*2 NCAP: U.S. National Highway Traffic Safety Administrationʼs New Car Assessment Program.
*3 IIHS: U.S. Insurance Institute for Highway Safety.

* Automatic Emergency Braking in North America

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and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Aiming for Virtually Collision-Free Cars
Our Safety Shield concept helps support the safety of vehicle occupantsin a variety of scenarios from a comprehensive perspective, from accident
prevention and avoidance to occupant protection.
For example, during normal driving or parking, sensors and cameras canmonitor vehicles and pedestrians that may be difficult for drivers to see; this
supports drivers and allows them to drive with peace of mind.
We are committed as an automobile manufacturer to widespread availabilityof our safety technologies.

Safety Shield
Preventative Safety

GovernanceSupply Chain
Management

Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Dissemination of Advanced Driver AssistanceTechnologies: ProPILOT/ProPILOT Assist
ProPILOT/ProPILOT Assist was originally brought to market in 2016. In
September 2019, ProPILOT2.0/ProPILOT Assist2.0 was equipped as
standard in the all-new Nissan Skyline hybrid. The technology is highly
acclaimed, winning Best Innovation Award in the 2019-2020 Japan Car of
the Year awards and the RJC Technology of the Year at the RJC Car of theYear awards.
We are progressively deploying ProPILOT/ProPILOT Assist globally ina wider range of vehicle types. In total, more than 1,630,000 vehicles
equipped with ProPILOT/ProPILOT Assist have been sold as of the end of
March 2022.
ProPILOT/ ProPILOT Assist-equipped vehicles * As of March 31, 2022

Risk has not yet appearedIntelligent Around View Monitor, etc.

NOTE AURA

Nissan LEAF

Risk has appeared
Blind Spot Warning (BSW), Lane Departure Warning (LDW), etc.
Nissan LEAF

Crash may occur
Intelligent Emergency Braking, Emergency Brake for Pedal Misapplication, etc.
Nissan LEAF

Collision safety
Collision is unavoidable / CrashSRS Airbag System, Zone Body Construction, etc.
Post-crash
Automated Airbag-Linked Hazard Lamps, etc.

* Click here for more information on Nissanʼs Safety Technology Development Concept.
https://www.nissan-global.com/EN/INNOVATION/TECHNOLOGY/ARCHIVE/SAFETY_TDC/

Others(*Canada,
Mexico,Middle East)

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Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Driver-Assistance Technology Leading to a Dramatic
Enhancement in Collision Avoidance Performance

Applying NASA Technology to Develop AI for
Autonomous Vehicles

Nissan believes that driver-assistance technology, by which some highly
complex accidents can be avoided, will be instrumental in enabling its
customers to use their vehicles with confidence in the upcoming era ofautonomous driving. We have therefore announced ground truth perception
technology, which is a driver-assistance technology that can lead to dramaticenhancements in the collision avoidance performance of vehicles. Aiming
to complete the development of this technology by the mid-2020s, Nissan
will first make ground truth perception technology available on selected newmodels, and on virtually every new model by fiscal 2030.

To realize fully autonomous city driving, we are developing the Seamless
Autonomous Mobility system (SAM). SAM will be able help cars navigate
unforeseen situations like accidents, road construction, and other obstacles.
When autonomous decision-making is difficult, a remote operator can draw
up an ideal route to help manage the situation and sends it to the vehicle for
execution.

Installation of SOS Call (HELPNET)SOS Call (HELPNET), an advanced automatic accident reporting systemthat enables data and voice communication to a dedicated operator incase of emergencies such as a traffic accident, sudden illness, risk of an
accident, and tailgating and other forms of road rage, is now installed in the
Nissan DAYZ, the first in the 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 thepolice, and supports the driver for example by arranging for ambulances.

Promote educational initiatives for traffic safety activities
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, Nissanʼs
Omoiyari Light Promotion urges drivers to turn on their headlights earlier
in the evening. We have been involved in this campaign since 2010 andpromote civic activities with two-way communication to raise publicawareness of traffic safety.
Furthermore, we launched a traffic safety project* in 2018 together witha research department in Niigata University. One of the outcomes fromthese 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 virtuallaboratory called the Traffic Safety Future Creation Lab.

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Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

We are engaged in a wide range of activities with the aim of realizing amobile society with virtually zero traffic fatalities. We stand by the membersof society who are at a social disadvantage including in the area oftransportation, such as small children, the elderly, foreign visitors, and thosecut off from public transportation because of depopulation.
* Traffic safety project
ToLiTon (Town, Life, and Transportation) Safety Initiative
This project was named to promote proposals to town, life, and transportation that are notbound by past conventions.

Omoiyari Light Promotion
On November 10, designated “Day ofGood Lighting,” we supported people
in 16 regions nationwide in taking theinitiative to encourage drivers to turn on
their headlights before dark. In addition,
the TRY-LIGHT ONLINE forum was heldin December 2021 to promote safety ina fun way befitting the Omoiyari Light
Promotion. This year, under the theme of“Traffic safety created by women, led by
women,” an initiative discussed a variety
Nationwide voluntary participation in theof ideas from the perspectives of calledcampaign to turn on headlights
upon journalists and participants from allover Japan as well as from the side of drivers. This event was also streamed,
and we received comments from viewers in support of the movement.
Throughout the year, the Global Headquarters Gallery hosts dailypresentations at dusk about the Omoiyari Light Promotion during which

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Nissanʼs “Miss Fairlady” staff members
hold up signboards encouraging drivers
to turn on their headlights.
By urging greater awareness of, andaction on, safety among corporations,NPOs, car-lovers, and otherstakeholders, these activities havehelped our Omoiyari Light Promotion
steadily gain broad acceptance among
the public.

Employees' Healthand Safety

Community
Engagement

TRY-LIGHT ONLINE forum

Traffic Safety Future Creation Lab
The laboratory will prioritize reducing the number of traffic accidents caused
by elderly drivers, which has become a major social problem. This year,
we announced the prototype of an “effective field of view* measurement
system” developed with Kitasato University. We also made announcementson research study communications: #1 Visibility evaluation (brightness/lineof-sight analyses) based on differences in mask color, #2 Social design
research: Elderly driver driving behavior awareness survey, and #3 a survey
on colors of pedestrian clothing.
Also, when we conducted an experiment to verify the effects of the “Wheel
Spinning (Guru-Guru ) Exercise,” it was proved that this has the effect ofimproving the flexibility and muscle strength of the body necessary forproper driving operation. For the benefits of the “Wheel Spinning (GuruGuru ) Exercise” to become more widely known, we held a hands-on
experience at the “NISSAN CROSSING” virtual gallery in the Metaverse
and also released a video on YouTube in which influencers in the Metaverse
perform the exercise in a variety of settings.

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Traffic Safety

Diversityand Inclusion

Social
Product Safety
and Quality

From now on, we will continue to create and disseminate information on
traffic safety solutions that will help elderly drivers to drive safely and withgreater confidence for many years to come.
* Effective field of view refers to the range at which drivers are able to discern objects that theyneed to identify.

Effective field of view measurement system

Virtual “Wheel Spinning (Guru-Guru ) Exercise”

Field Operation Test of Smart City

Supply Chain
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Data / Index

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Engagement

experiment that had started in November 2021. In addition to expanding
the target area of the vehicle dispatch service from Namie town center tothe entire town, including the area where the evacuation order has been
lifted, the companies will also conduct a proof-of-concept demonstration formixed cargo and passenger carrying that will combine parcel delivery by a
shopping support service. Based on the results of last yearʼs demonstration,
we will contribute to the creation of a comfortable town in a rural area byimproving the convenience of mobile services.
Also in January 2022, three companies including Nissan started the Namie
Virtual Shopping Street Service proof-of-concept experiment for a new
shopping and home delivery model that will turn the local economy around.
The three companies are aiming to revitalize the local economy by combininga system that allows people to select products while watching real-time
images of multiple stores using VR technology with the efficient mixed
delivery of cargo and the carrying of passengers as well as a simple andconvenient shopping and home delivery service.

In January 2022, five companies including
Nissan commenced a proof-of-concept
experiment for mixed cargo and passenger
carrying in Namie Town, Fukushima
Prefecture, to match on-demand vehicle
dispatch services with the needs for moving
people and goods, thereby verifying theefficiency of the flow of people and logistics.
Based on the “Agreement on Collaboration for Community Development
Using New Mobility in the Hamadori Region of Fukushima Prefecture,” which
was signed in February 2021, this proof-of-concept experiment represented
the second phase of the “Namie Smart Mobility” proof-of-concept

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Corporate direction
Human Rights

Environmental

Traffic Safety

Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Diversity and Inclusion
Diversity and Inclusion Policies and Philosophy

Diversity and Inclusion as Strategy

Diversity and Inclusion Mission

Promoting Diversity and Inclusion with Everyone Working
at Nissan

Nissan has a global diversity and inclusion mission and promotes diversity
and inclusion as one of its corporate key strategies.

Diversity & Inclusion
Foster a diverse and inclusive environment
where we value and respect employees
to drive innovation in automotive products and services
that enrich peopleʼs lives
Meet the diverse
needs of ourcustomers

Create & provide greater value
Personal growth

Creating Innovation
Sustainable Growth
A culture without discrimination or prejudice,
where you can demonstrate your uniqueness to the fullest

Diversity
Diversity means to
Embrace having diverse
talents with different
backgrounds such as gender,
nationality, culture, age,gender identity, sexual
orientation, careerbackground, education, andlifestyle.

Academic
Background

Lifestyle
Gender
CareerBackground

CultureNationality

Values

LGBT
Race

Age

Diversity＆ Inclusion

Inclusion
Inclusion means

Nissan is striving to create an environment in which everyone candemonstrate their potential to the fullest. Diversity and inclusion are thestrengths of our company, helping it to adapt to the changes in the businessenvironment and remain to be a company that is needed by our customers
and society.
・ Diversity and inclusion should be considered as a foundation for an

organization to express its full capabilities, not just as an objective.
・ We aim to create an environment where everyone can work actively, makediversity and inclusion our strength, and enhance competitiveness of ourbusiness.
・ All of us can promote diversity and inclusion and work on it. Diversity andinclusion would not be promoted only by executives, managers, or diversityrelated organizations.
To foster the concepts above and encouraging everyone to think and act
proactively, we are working to promote diversity and inclusion at all of our
locations.

An appreciative environment
where employees respect
each other and everyone
demonstrates their potential
to the fullest.

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Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

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Employees' Healthand Safety

Respect for Human Rights and Equal Opportunity

Diversity and Inclusion Management

Nissan's respect for human rights and equal opportunity is also clearlystated in our Global Code of Conduct*.

Diversity and Inclusion Actions

・ All employees respect one anotherʼs human rights, and discriminationor bullying on the grounds of race, nationality, gender, religion, disability,
age, place of origin, gender identity, sexual orientation or other reasons is
unacceptable.
・ We respect the diversity of employees, work to maximize the performanceof each individual and actively strive to create an environment in which
teams can come together and work toward ambitious goals.

Nissan shares the common goal to promote diversity and inclusion with
its Mission. It states “Diversity enhancement in the organization” and“Embed diversity and inclusion in our corporate culture” as the pillars of ouractivities, with “Inclusive workstyles and work-life style enhancement” as thefoundation to promote diversity and inclusion.

Mission* Global Code of Conduct: Describes how employees should act and applies to all Nissan Group
companies worldwide. Click here for more information.
>>> P185

Community
Engagement

Nissan Diversity & Inclusion Mission
Foster a diverse and inclusive environment
where we value and respect employees
to drive innovation in automotive products and services
that enrich people’s lives

Diversity enhancement in the organization
・Talent development / Career support

Actions

・Various seminars and training
・Enhancement of programs, etc.

Embed diversity and inclusion in our corporate culture
・Enhance corporate communication
・Develop leaders with diversity management skills
・Implement diversity and inclusion training, etc.

Foundation

Inclusive workstyles and work–life style enhancement(Initiatives in Japan)
・Remote work program・In-house childcare centers, family support leave, maternity / childcare /nursing care leave
・Happy 8 (No overtime day), Happy Friday (Premium Friday)

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Diversityand Inclusion

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Product Safety
and Quality

Diversity and Inclusion: Decision-Making and ActionDriving Bodies
Nissan has constructed a framework to promote diversity and inclusion
worldwide with collaboration among the corporate organization and eachregions.

GovernanceSupply Chain
Management

Human Resource
Development

Labor Practices

Employees' Healthand Safety

Community
Engagement

Diversity & Inclusion Promotion Organizations
We have dedicated organizations to promote diversity and inclusion or aperson in charge of within local human resources department in Japan andeach regions. We work together to operate Diversity & Inclusion Councils
and liaise with respective divisions to implement diversity and inclusion
measures.

Global Diversity & Inclusion Council
・ Chaired by CEO with executives representing respective divisions andregions as members.
・ Makes decisions on diversity and inclusion policies and direction of
initiatives globally.
Regional Diversity & Inclusion Council
・ Organizations set up in each region to promote diversity and inclusion
・ Chaired by respective senior management of each region, with executives
representing each divisions as members
・ Established a structure to execute the initiatives as corporate actions aswell as a structure to handle various diversity and inclusion issues thatdiffer by region.

Data / Index

Global D&I Council
Sharing Direction

Report-Decide and implement Global
Strategy-Monitor Global progress-Discuss Global issues-Lead corporate communicationof D&I

Regional
D&I Council

Regional
D&I Council

NML
D&I Council

Regional
D&I Council

Regional
D&I Council

Americas

ASEAN

Japan

AMIEO
(Africa, Middle East,
India, Europe, Oceania)

China- Decide and implement Regional strategy aligned with Global strategy- Monitor Regional progress- Discuss Regional issues

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Human Rights

Environmental
Diversityand Inclusion

Traffic Safety

Social
Product Safety
and Quality

Diversity and Inclusion Achievements
Enabling Diverse Human Resources
Female Talent Development Initiatives

CareerDevelopment

Nissan is continuing efforts to promote
Managers
Retention
female talent development and hastaken gender diversity as an important Enhancement
Group Leadersof recruiting
Retention
part of diversity enhancement sinceactivities
the beginning. Expectations for female
Staff-level
Retention
talent development are growing with
the necessity of making decisions
based on diverse values in order to meet the diverse needs of our customers.
Other factors include the decline in the labor force due to a shrinking
population and mounting social concerns over the enforcement of “The Act
on Promotion of Womenʼs Participation and Advancement in the Workplace”.
As a result of these initiatives, the percentage of women among Nissan
managers globally has increased from 6.7% in 2008 to 14.9% in April 2022,
and women are active at Nissan globally.

Transition in the Ratio of Women in Management Positions
14.9
10.3
（8.5% general manager or higher）（Year）

Nissan（Global）

Nissan（Japan）

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Development and Retention Measures (Japan)：
We support womenʼs careers in terms of recruitment and development
enhancement.
Tailored career support
We hold career development meetings for female employees attended by
the employeeʼs manager, the human resources department, and a careeradvisor to discuss and implement their development plans and measures
for these employees, since their career plans are particularly affected bytheir life stages.

Career development meeting

Discuss and provide career support measuresaccording to individual situations！

Individual counselingsession on career within-house career advisors

Mentoring
programInternal andexternal elective
training

Training and workshops for monozukuri divisions
The “Career Roundtable Career Discussion in Monozukuri Division”, “Career
Development Training in Monozukuri Division”, and “Career Workshop
in Monozukuri Division” have been held since 2020. In the monozukuri
division, where the percentage of female employees is relatively low, these
programs provide opportunities for female employees to have a positive
view of their future careers and actively think about their own careerdevelopment.
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Diversityand Inclusion

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Product Safety
and Quality

Roundtables with executives
For female leaders and mid-level female employees, we provide
roundtables for dialogue on management and leadership from a closer
perspective with senior management. Top management actively supports
female talent development, providing opportunities to think about
management and leadership.
Networking and introducing role models
We encourage active networking with women outside the company andfemale managers in Nissan. In addition, through an intranet dedicatedto diversity and inclusion, employees can view interviews with female
employees who are building their careers in their own way.
Thanks to these various initiatives, women now comprise 10.3% of managers
in Japan as of April 2022. This compares favorably to the average of 3.9%
for Japanese manufacturers with 1,000 or more employees (according to
the 2021 Basic Survey on Wage Structure from Japanʼs Ministry of Health,Labour and Welfare). As of April 2022, a total of 8.5% of general managers
or higher positions are filled by women 4.3 times larger than the 2008 levelof 2.0%. In principle, we will target to have the same level of female ratio
in management as indirect employees. For the time being, we will strive toimprove the female ratio in management positions (10.3% as of April 2022)
to reach that of indirect employees (19.9% as of April 2022).
To further increase the female management ratio, we will target to raise
the female ratio of indirect employees to 30% by accelerating hiring anddevelopment of women to enrich pipeline.

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Initiatives at Car Development / Production Sites and Sales
Companies (Japan)：Nissan is developing an environment in which women can play an activerole in all processes of its business, from the development of new models to
production and sales, including at our affiliates and sales companies.
Car development stage
The Serena minivan released in Japan reflects womenʼs requirements,
such as a capless fuel tank allowing drivers to refuel their vehicles without
dirtying their hands and dual back doors that require minimal force to open
and allow cargo to be loaded even in confined spaces.
Production sites
We contribute to create the manufacturing lines that everyone can work on,
regardless of age or gender. In 2017, the Nissan Groupʼs first female plant
manager took up her role at the Oppama Plant in Yokosuka, Kanagawa
Prefecture, and others have followed since then.
Sales companies
Many female car-life advisors (CAs) are active at our sales companies
nationwide in Japan. As of end-February 2022, 1,265 female CAs areactive across Japan, this number continues to rise and accounts for 10.5%of the national total. Additionally, female technical advisors (TAs) have been
appointed to bridge between customers and dealer technicians.
“ Woman act.” (Japan)：As an activity in collaboration with the local
community, Nissan is participating in “Woman act.” forfemale active participation enhancement in Kanagawa
since 2015. CEO Makoto Uchida has published adeclaration of this project.

woman
act.

wo
act

女性 が、どんどん主役になる。

女性 が、どかながわ女性の活躍応援団

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Diversityand Inclusion

Social
Product Safety
and Quality

Development of Female Leaders：
At the executive level, the international race driver Keiko Ihara became
Nissanʼs first female outside director in June 2018; Jenifer Rogers followed
her in June 2019. “Woman Leadership Program” has been implemented todevelop female leaders.

Cross-Cultural Cooperation
Nissan has a global workforce of more than 100 nationalities. The senior
management and team leadership levels also include members of diverse
nationalities. It is necessary to enhance empathy for others in order to create
innovation by taking advantage of differences in culture and nationality.
We provide opportunities to enhance skills and experience in working
collaboratively across diverse cultures by acquiring knowledge throughcross-cultural e-learning and other programs, talent exchanges among
overseas offices, and collaborating through projects.

Support for Work-Life Balance (Japan)
Aiming to create an environment in which everyone can play an activerole, Nissan has established a framework that provides comprehensive
support for employees balancing work with childcare, nursing care, medical
treatment, and other activities.
• Trainings and seminars to support the activities of the employees
themselves• Trainings and seminars for managers to support the development of theirsubordinates who are engaged in balancing work and family life
• Infrastructure development, including programs and facilities
We are introducing effective measures by approaching work-life balancefrom these three directions. In addition, activities are also conducted from

GovernanceSupply Chain
Management

Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

the bottom-up approach, such as “Escargot”, a group set up by working
parents themselves as a forum to exchange information.

Creating an Environment Conducive to Work–Life Balance
Comprehensive Support for Employees:
For Themselves, Managers, Mindset and Infrastructure
Supporting employees: Careerdevelopment and work–life balance
support“Seminar for expecting parents”
before maternity and childcare leave“Reinstatement seminar”
Provide employees opportunities tothink about their career paths andworkstyles before and aftermaternity and childcare leave
Nursing care seminars

Supporting managers who have
employees engaged in work–life balance

Guidance on offering promotion
exams before parental leave
Seminar for managers with employees
returning from childcare leave
Training on balancing work andchildcare of staff employees engaged
in childcare
Training on paternity leave
Diversity management training for
managers
Support on paternity leave

Creating program, facilities an other infrastructure conductive towork-life balance

Remote work program (All employees
except those in manufacturing
processes are eligible.)Super-flextime without core time
(There is core time at some sites)
Short-hour Work Program（foremployees engaged in childcare or
nursing care）
Family-Support Leave（special paid
holidays for marriage, childbirth by
spouse, childcare, nursing care, andfertility treatment）
Childcare leave, nursing care leave,and maternity protection leave
Accompanying leave (three years at
maximum)

Re-employment policy
In-house childcare center (at fivesites)
1.Supports employees by helping
them balance work and childcare
and perform at their best
2.Supports employees’ return towork when they wish, rather thanwhen care waiting lists in Japan
allow itLending of personal computers to
employees on leave (for intranet andemail access)MM care room (lactation room)
External nursing care hotline

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Environmental

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Diversityand Inclusion

Social
Product Safety
and Quality

Creating Programs, Facilities and Other Infrastructure for Employees
Balancing Work with Childcare or Nursing Care：
Establishment of in-house childcare centers
The number of centers has been increasing since Nissan opened the firstchildcare center at the Nissan Technical Center in 2005.
In 2017, the first childcare center in a plant was opened at the Oppama
Plant.
In April 2022, we opened our fifth in-house childcare center, “March Land
Yokohama,” at the Yokohama Plant. The centerʼs opening hour is set toadapt to the shift schedule at the plant, thereby helping female employees
to continue their work at the plant.

GovernanceSupply Chain
Management

Human Resource
Development

Employees' Healthand Safety

Labor Practices

Community
Engagement

Support Systems for Childbirth and Childcare (Japan)
PregnancyChildbirth
1year old
6 weeks
8 weeks
before due date after birthMaternity
leave

Leave
Maternity
protection leave

2

3

6

9

12

End of first April
2 years old after child turns 2
Childcare leave

Childcare support holiday (Family–Support Leave):
From pregnancy to childs 6th grade of elementary school; 12 days / year (5 paid, 7 unpaid)

Days off

Short-hour
Work Program

Short-hour Work Program for childcare:
For employees with children through the 6th grade of elementary school; 3 hours / dayChildcare centers on company sites
Other

Nissanʼs In-House Childcare Centers

Data / Index

Allowance for babysitting

Remote work program*

Expansion to plants
March Land
AtsugiNissan TechnicalCenter(Atsugi)

Capacity*
Hours
EstablishedMarch Land
Atsugi Axt
Nissan Global
Information
System Center(Atsugi)

42

10March Land
Minatomirai
Nissan Global
Headquarters(Yokohama)15

7:30 a.m.–10:00 p.m. 8:30 a.m.–6:30 p.m. 8:00 a.m.–8:00 p.m.
April 2005

October 2012

January 2013

March Land
OppamaNissanOppama Plant(Yokosuka)

March Land
Yokohama* Available to all employees (excluding those in manufacturing processes) regardless of their reasons for childcare or nursing care.

Legally mandated

Decided by Nissan

For parents of both sexes

NissanYokohama Plant(Yokohama)

10

10

5:00 a.m.–7:30 p.m.

7:00 a.m.–9:00 p.m.

April 2017

April 2022

* Capacity determined based on facility area.

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LGBT-related Initiatives
LGBT is an acronym for lesbian, gay, bisexual, and transgender, and is used
as a general term for sexual minorities. Nissan is making efforts to create aworkplace that is comfortable for the LGBT community, both by improving
programs and facilities for LGBT employees and by conducting activities toraise awareness of employees to encourage their understanding.

Marriage leave program
Congratulatory payment

Individualized
schedule forhealth checkup

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Examples of Activities to Promote Understanding of LGBT：
Nissan is engaged in comprehensive LGBT-related understanding andpromotion activities, including those described below. In recognition of these
initiatives, the private organization, “work with Pride” awarded Nissan its
most prestigious Gold in “PRIDE Index” to recognize corporate initiatives tosupport LGBT employees. We received a Gold award for five consecutive
years, from 2017 to 2021.
LGBT Seminars
Held annually since 2014. Guest speakers from outside the company areinvited to provide opportunities for employees to actively learn and think.

LGBT-related Programs and Facilities

Recognition of same-sex marriages
and common-law marriages

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Locate ofmultipurpose
restrooms

LGBT e-learning
Delivered as mandatory training for all employees.
Event participation
We have participated in the “Tokyo Rainbow Pride,” the largest LGBT
event in Japan since 2017. (From 2020, we participated online due to the
COVID-19 pandemic.)
LGBT employee networking
In fiscal 2016, members of the LGBT community and allies (those
supportive of LGBT) within the company launched a self-initiated employee
network as part of bottom-up activities.

Initiatives for Older Employees and Those with
Disabilities
We also provide a workplace where older employees and those withdisabilities can fully participate. Necessary training programs are provided
for those who have built up their career at other companies so that they canquickly perform to the best of their ability at Nissan.
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Embed a Corporate Culture of Diversity and Inclusion
To leverage diversity as our true strength, create greater value, and meet thediverse needs of customers, we believe it is important to establish a cultureof diversity and inclusion, where employees with all sorts of differences, notjust of gender and nationality but also sexual orientation, gender identity,
disability, age and career history, acknowledge and accept each otherwithout discrimination or prejudice.

Internal and External Communication Activities
By proactively communicating the thoughts and activities of top
management regarding diversity and inclusion, we promote a common
understanding of the significance of Nissanʼs promotion of diversity andinclusion within the company, leading to behavioral change within eachindividual employee, and to enhance the corporate brand image andrecruiting competitiveness outside the company.
Internal Communications:Interviews with executives
We promote understanding of diversity and inclusion by communicating
senior managementʼs experiences, thoughts, and expectations for
employees.
Diversity & inclusion forum
In February 2022, a forum was held and two themes were discussed, “Whydoes Nissan promote diversity and inclusion” and “Workstyles to maximize
the performance of diverse teams” with around 300 Nissan employees
participating online. Inviting a guest speaker from outside the company,
CEO Makoto Uchida and several executives from Nissan took the stage at

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the event which became an opportunity to think once again about diversity
and inclusion and workstyles.
Diversity & inclusion mission established
We have set a common global mission and are communicating to ensurethat everyone including senior management shares and acts in the
direction we are aiming for in diversity and inclusion.
Intranet website and Email newsletter dedicated to diversity andinclusion
Notices on various events and training programs, reports, and content
related to diversity and inclusion are posted on the website. We also issue
an email newsletter on a regular basis to embed diversity and inclusion
within the company.

External Communications:
Diversity and inclusion page on the corporate website
Nissanʼs vision and initiatives, as well as messages from Nissanʼs top
management, are disclosed for external audiences on the corporatewebsite and states that diversity and inclusion as one of the key pillars ofour business strategy.
“Iku-Boss Declaration”

In February 2022, CEO Makoto Uchida and COO Ashwani Gupta
announced the “Iku-Boss Declaration,” led by the Ministry of Health, Laborand Welfare, to create workplaces where diverse employees can perform totheir full potential.

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Social
Product Safety
and Quality* Please visit here for details of the “Iku-Boss Declaration” by CEO Makoto Uchida and COO
Ashwani Gupta.（Only in Japanese）
https://global.nissannews.com/ja-JP/releases/release-ea2ada92a067df51a78ce3a3b20900ab220217-02-j* “Iku-Boss” refers to executives and managers who consider the work-life balance of theirsubordinates and support their careers and lives, while achieving results in organizational
performance and enjoying their own work and personal lives. The “Iku-Boss Declaration” is a
declaration by the top management and executives of an organization that they aim to become
an “Iku-Boss”.

Diversity Management in Leadership
We are developing leaders who can manage diverse talent and maximize
the performance as a diverse team.
Executive workshop
In November 2021, an external lecturer was invited to speak on “TeamStrategies for Diverse Organizations.” Positive discussions ensued, andall executives in attendance made declarations of action. Following theworkshop, communication was made to employees in each division fromsenior management.
Diversity management training
This training is incorporated into the training module for newly appointed
managers, to deepen their understanding of diversity in management styles
and issues at the workplace and to learn skills to deal with them.

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Fostering Mindsets
We offer diversity and inclusion-themed regional events and training for
employees around the world.
Implementation of Training:
Nissan conducts training, e-learning, and events to raise awareness fortarget audiences, such as for new graduates, managers, employees whojoined Nissan after building their careers at other companies, and for all
employees.
“Unconscious Bias e-Learning”

This training is provided to all indirect employees, in which employees canlearn the influence of the unconscious biases that everyone has as well as
techniques to mitigate their effects. Following its introduction in Japan in
fiscal 2018, this training has been gradually rolled out to global sites.
“Gender Diversity e-Learning” (Japan)

The content was updated in fiscal 2019 and is being implemented to realize
each individual maximizing their abilities as part of a diverse team.
“LGBT e-Learning” (Japan)

Aiming to make everyone feel comfortable at work, we are implementing
this as mandatory training for all employees to learn about LGBT (sexual
minority).

Seminars for managers
This program is to learn how to be creative in day-to-day management fromthe point of view of balancing work with childcare and paternity leave.

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Promotion of Inclusive Workstyles

Workstyle Reform “Happy 8” Program

We are committed to create a working environment in which diverse
employees can maximize their performance.

Happy 8 program
In 2015 we introduced the “Happy 8” program, a timeconscious workstyle reform emphasizing the ideal of aneight-hour per workday. It aims to increase individual andorganizational productivity while also improving work life,
private life, and health by increasing awareness among all
employees of working for eight hours everyday.

Remote work programwith no upper limit of hours*

Super-flextime
without core time**For all employees except thosein manufacturing processes*There is core time
at some sites

Standard meeting times thattake into account timedifferences between
global locations(between local hours of
7 a.m. and 8 p.m.)

Nissanʼs remote work program has evolved since the introduction of thetelecommuting system for employees balancing childcare and nursing carein 2006. Since then, reflecting the opinions of employees and management,
we are expanding locations to work, setting minimum increment for working,and widening the scope of eligible employees. In 2021, the upper limit ofhours has been removed, moving beyond a provisional measure in responseto the COVID-19 pandemic.

Community
Engagement

Happy Friday
In February 2017 we introduced our “Happy Friday” program, encouraging
employees to leave the office at 3 p.m. on the last Friday of each month.
We are thus encouraging an enhanced work-life balance.
Happy 8 survey
We conduct an employee survey on workstyles every year to review andrevise the programs that meet employeesʼ needs and actual conditions
conveyed from the survey.

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Achievements at Overseas Sites
Initiatives in Americas
At Nissan North America(NNA), diversity and inclusion is embedded inour culture. In November 2021, we introduced our DEI North Star̶ Better
Conversations Lead to Better Actions̶ and our DEI Strategic Pillars that
focus on people, culture and partners. Overall, we are on a mission ofbuilding an inclusive culture. DEI is business imperative and our employees,
customers and partners expect us to align with their values and be inclusiveof their perspectives and needs.
Business Synergy Teams (BSTs)
BSTs are developed by active groups of employees with shared interests andvalues in tandem with executive sponsorship. Since the first BST launchedin 2007, Nissan employees have embraced these groups and formed BSTs
at every major Americas location ̶ United States, Brazil, South America,
Canada and Mexico.

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Acknowledgment and accomplishments
Nissan North America (NNA)：・ Since 2020, NNA developed a strategy to assure representation ofdiverse talent among the candidates for executive roles. As a result of
this, 63% of our promotions to director level in the U.S. and over 60%
across the Americas region were diverse talent within the last 12 months.
・ NNA is not only promoting diverse employees inside the organization,
Nissan is also developing leaders of tomorrow with investments in
Historically Black Colleges and Universities (HBCUs) in Mississippi andTennessee along with non-profit organizations committed to uplifting
multicultural youth.
Nissan South America：
・ Launched a new program, Womenʼs Talk on International Womenʼs Day,
March 2021, to create an open space to share experiences among thefemale employees.
・ Women executives from the region led topics, such as impostor
syndrome (underestimating your own abilities), work–life balance, career,positioning, etc.
Brazil：・ The health teams hosted external experts to approach different topics
related to pregnancy and motherhood.
・ Also launched its first BST, W-Power, to provide its members with
networking, professional development, and community involvement
opportunities.

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Initiatives in AMIEO(Africa, Middle East, India, Europe, Oceania)
Since April 2021, AMI (Africa, Middle East, India), Europe and Oceania
came together to form a new AMIEO region. As a result, we operate in 140
countries, which offers a tremendous opportunity to leverage the inherent
diversity within the region: 93 nationalities, a number of religions, a numberof generations working alongside each other with Generation Y being themost represented, and 11% of females across the entire region.
Our aim is to move to a philosophy driven diversity and inclusion strategy
and create an environment where everyone can be authentic and bring theirwhole selves at work. We intend to take a holistic approach and embed ourdiversity strategy and activities in our production and supplier relationships,
processes, as well as throughout the full employee lifecycle.
In 2021, we decided to focus on two specific strands of diversity, in line with
our regional footprint: gender and culture. Within our framework, we defined
five key focus areas: attraction, retention, development, engagement andbusiness growth - that have underpinned our key activities, initiatives andachievements, both regionally and locally:

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Initiatives

Details

Diverse Pipeline

Enhance our pipeline via graduate & mid-career hires andregularly monitoring gender and the cultural diversity of our
succession plans and promotions.

Talent Development

Diverse participant representation on AMIEOʼs newly launchedregional mentor program & leadership programs

Learning

Dedicated ʻThink-Tankʼ Workshop led by diversity and inclusion
experts, exploring potential barriers and solutions within AMIEO.
Additionally, preparation to launch Global Learning for all,including dedicated modules relating to unconscious bias andleading diverse teams in fiscal 2022

Internal AwarenessImplemented annual celebration calendar, leading to various
events and activities for World day for cultural diversity (May),International women in engineering day (Jun), Zero Discrimination
Day (Mar) & International Womenʼs Day (Mar)External Collaboration:

Various external speaking opportunities to further raiseawareness including Expo 2020 and Autocar Great Women
podcast. Additionally, AMIEO entities have partnered with various
professional institutions as a commitment to enhancing diversity
and inclusion including the International Finance Corporation and
the American Chamber of Commerce in Egypt.

Nissan Skills Foundation*

Engaged more than 72,000 students in career development andengineering or STEM events. Female students accounted forapprox. 49% of participants.

* Established in 2014 at our plant in Sunderland, England, providing a variety of educational
programs for students of all ages.

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Initiatives in China (NCIC and Nissan China JVs)

Gender Diversity

In China, we define ʻDiversity & Inclusion (D&I)ʼ as respecting individuals andtheir values and embracing each other to come together as one organization.

Special care was given to female employee such as mental healthworkshops were organized on International Womenʼs day, special cubicle
setup for new mothers, maternity / paternity leave implemented.

Diversity and Inclusion Penetration
A penetration campaign was particularly designed in blended approach in
NCIC: initiating from e-learning, promoting “diversity and inclusion” concept
via corporate culture ambassadorsʼ propaganda video, following an “I willdo” commitment session and displaying customized sign plates with lively
tips to avoid unconscious bias during different communication scenes in all
conference rooms to facilitate employee behavior change.

Leadership Workshop for Diversity and Inclusion
Intergeneration leadership workshop for NCIC managers was held in July
2021 and Intergenerational leadership insight workshop conducted in
November to general managers from NCIC and joint venture companies,
which enabled leaders to foster more inclusive and empathetic perspective
on young generations to enhance their motivation and engagement.
“Speak my mind” was initiated to cultivate organizational empowerment,
diversity and inclusion, and innovation through establishing a mechanism tosupport open dialogue, empowering the management team by strengthening
feedback and listening, improving skills for handling high-risk conversations.

WorkstyleFlexible working scheme has been implemented allowing employees withmore work-life balance and better coping with pandemic situation.

Training
・ Cross culture training was conducted to inbound and outbound expats fortheir smooth landing.
・ In 2021, Unconscious bias e-learning, with the chairpersonʼs speech on

diversity and inclusion embedded in, was rolled out in NCIC with 100%
completion rate, also extended to some joint venture companies.

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Initiatives in ASEAN
In ASEAN, we are committed to creating and respecting the value of
people through diversity and inclusion. The key activities are as follows:

Womenʼs Month and International Womenʼs Day
Celebration
We call to action to employees for accelerating gender equality withthe theme #BreakTheBias!. In order to raise employee awareness andencourage action among employees, we arranged Live the Dare Talk Show
with four executives from different backgrounds and functions as well as
the delivery of e-learning courses.

Flexible WorkstyleDuring the pandemic, we promote flexible and remote workstyles. To
encourage flexibility and prioritize employeesʼ well-being, we will launch apost pandemic hybrid work arrangement guideline called F.A.S.T.

Equal Opportunities
We provide equal opportunities to employees regardless of theirbackground to drive their own careers. To encourage employees, welaunched ASEAN Career Month, and implemented ASEAN Role-Based
Learning Pathways and Learnerʼs Circle to promote learning environment.
The regional program called “IGNITE” contributes to develop local leaders,
and women consist 60% of the graduates of this program.
In addition, the Unconscious Bias e-learning was launched to indirect
employees to develop knowledge and skills to work effectively acrossborders of culture, gender, generations, and workstyles.

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External Recognition for Diversity and Inclusion at
Nissan*Both Nissanʼs diversity and inclusion initiatives and its attitude of placingemphasis on employee diversity, have received considerable external
recognition.

Japan
Kurumin certification
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 aneven higher standard of childcare support. Nissan
was the first transportation equipment company tobe certified.
Eruboshi
The Ministry of Health, Labour and Welfare
recognizes companies successfully promoting
female participation in the workplace. In 2017,
we received the highest third level “Eruboshi”
accreditation.
PRIDE Index
This is an award that recognizes efforts to support
LGBT employees. Since becoming the firstJapanese automotive company to receive Gold inPRIDE Index, the top award, in 2017, we have received this Gold award forfive consecutive years.
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U.S.

U.K.

Nissan North America (NNA) wins Gold WBENC Top
Corporation in 2021: Recognized annually as one ofAmericaʼs top corporations for Womenʼs BusinessEnterprises (WBEs).

Nissan Motor (GB) gaining Pride 365 certification.

NNA wins Regional Automotive Corporation of theYear 2021.

Community
Engagement* Click here for more information on the main examples of external recognition of our diversity
and inclusion initiatives to date.
>>> P220https://www.nissan-global.com/EN/COMPANY/DIVERSITY/RECOGNITION/

CanadaNissan Canada (NCI) was selected for Top 100 Ideal Employer for Interns forthe sixth consecutive year.
NCI was certified for A Great Place to Work® for the third consecutive year.

MexicoNissan is also committed to enhancing diversity and inclusion as one of the
focus areas in its social contribution activities. We are promoting diversity
and inclusion as an imporant value with the aim of realizing a cleaner, safer
and more inclusive society where everyone is given equal opportunities.
* Click here for more information on our “Community Engagement”.
>>> P160

NR Finance Mexico is recognized by HRC Equidad
MX as one of the “Best Places to Work LGBTQ+
2022”

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Product Safety and Quality
Product Safety and Quality Policies andPhilosophy
Product evaluations and automaker brand value are entirely dependent on
customer perception of quality. In the automotive industry, rapid technicalinnovations are seeing customers demand ever-higher levels of quality in the
products they purchase. A company can strengthen its brand by consistently
providing the value customers expect, but failing to meet expectations evenonce makes it harder to maintain a platform for providing new value to thosecustomers.
As mobility needs rise worldwide, driven by increased urbanization andstructural changes in the global economy, Nissan is fulfilling its mission of
offering people everywhere the rich benefits of mobility. At the same time,
we believe that automakers have an important responsibility to always offer
customers the kind of quality they expect.
Nissan aims to earn its customersʼ trust by addressing quality as acompanywide issue. This means providing top-level quality to customers
at every stage, from the planning of new vehicles through development,
manufacturing, logistics, and sales to aftersales service.

Quality Policies and Philosophy
Quality has many aspects, and we seek to provide high quality at all stagesof the customer experience: how it feels to use the product itself, the way
customers are treated by sales staff in showrooms, the response if problems
arise with the product. To achieve this, we pursue effective companywide
cooperation at the cross-functional and cross-regional levels.
Based on a customer-centric ethos, Nissan places the highest priority
on customer feedback and aims to enhance the quality of products andservices that provide customers with a deep sense of satisfaction to ensure
they choose Nissan vehicle over the long term through efforts focused on
product, sales and service quality.
Vehicle product quality is essential for safe and comfortable long-term use.
We aim to provide a high level of quality that meets customer expectations
over the entire life cycle of the product. This includes the perceived quality
when a customer opens the vehicleʼs door in the showroom, sits in the seat,and takes a test drive; the initial quality when the vehicle is delivered to thecustomer; and the durability that allows the vehicle to provide many years ofuse.
We also conduct initiatives to increase customer satisfaction (CS) regarding
sales and service quality. Our aim is to exceed expectations at every
customer contact point, including dealership visit, purchase, maintenance,
inspection, and repurchase.
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
Ensuring the safety of customers who purchase Nissan cars andconsistently providing the quality they expect are both important issues. To
achieve sustainable growth as a company that is trusted by its customers,
Nissan has created organization to promote quality improvement globally,
and all Nissan employees are engaging in activities as one. Clearly definedby an ISO9001-compliant quality management system, the persons incharge are assigned and the processes applied to a wide range of quality
improvement activities on a global basis.
As of January 2023, 23 out of 24 vehicle production bases*, including
consolidated and non-consolidated sites, have acquired ISO9001
certification. One base is proceeding with the process to obtain certificationby the end of March.
* Excluding non-consolidated OEM plants

Management Systems for Product Safety and Quality
To achieve top-level quality, we have assigned a number of Senior Vice
Presidents, headed by the Chief Quality Officer (CQO), to focus exclusively
on quality issues. A CQO meeting, chaired by the CQO, is held every monthand attended by executives representing each division and region. Thesemeetings work to promote the swift solution and improvement of issues
related not just to product quality but also to sales and service quality
experiences before and after purchase.
Additionally, in order to fully implement compliance, we have establisheda three-layer monitoring and audit system and are working to strengthen
our audit activities. The first layer consists of each division implementing
monitoring activities to ensure strict observance of laws and standards.

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In the second layer, the Conformity Audit Office conducts audits of thoseefforts to observe laws and standards. And in the third layer, the Internal
Audit Office conducts risk-based audits in accordance with annual plans.

Product Safety and Quality Achievements
Reflecting Customer Feedback in Activities to Enhance
Quality
Quality reflects how successfully Nissan interacts with its customers. To
provide the value that customers expect and respond rapidly if they are notsatisfied, we listen to all feedback and put what we learn to use in measures
to improve quality at every stage, from product design and development toaftersales service.

Responding Rapidly to Customer Feedback and Timely
Sharing of Information
We receive and respond to customer comments and questions worldwide
through a range of contact points, including dealers, call centers, andsurveys. Our customer call center in Japan, for example, receives around
200,000 comments and questions from customers annually. To respondrapidly to customer feedback, we are utilizing digitized catalogs andtechnical materials from the past 50 years and a frequently asked question(FAQ) search system. Opinions and comments received by our customer callcenter in Japan are anonymized and shared companywide on the intranet,
where employees can access and view them at any time. Information is also
promptly sent by email to executives and senior managers.

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Employees who buy Nissan vehicles are also customers and important
stakeholders. Having installed the “Quality Listening Box” on our intranet, weare utilizing employee feedback in promoting activities designed to raise thequality of products and services.
To achieve faster and more accurate customer responses, the FAQ searchsystem underwent complete renovation in fiscal 2021, by which its displays
and searchability were greatly enhanced. Some of the FAQs have been
made publicly available for customers, and we are devising ways to savecustomers the trouble of making inquiries by solving them by themselves.

Incorporating Customer Feedback into Products andServices
We have implemented a system for reflecting customer feedback in our
products and services. Reliable information sharing ensures that thisfeedback is incorporated in the work of all functions, including productplanning, R&D, manufacturing, and sales. Product quality is about morethan just a lack of mechanical faults―it includes any factors that could leadcustomers to feel dissatisfied.
We see these factors as issues requiring action and strive to improve
quality across all areas. The value that customers expect from products
varies according to their region, age, and personal tastes and can also beaffected by market factors, such as product diffusion levels or even climate.
Although we have basic specifications for global design, we fine-tune theseto meet regional needs. The Chief Quality Engineer (CQE) performs this role,
participating in the vehicle manufacturing process from the product planningstage in order to reduce customer dissatisfaction and defects. We glean
customer perspectives from market information and employee monitors andprioritize our response to these from the planning and development stages
for both products and services.

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Adopting a Customer Perspective
We believe all employees must have a customer-centric perspective and are
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.
Since 2003, we have also held Nissan Quality Forums for executives,
employees, and suppliers. These annual forums use information displays,
video presentations and actual vehicles, and parts to showcase our latest
quality results, customer feedback, and activities aimed at meeting targets.
The forums are organized cross-functionally by all divisions from R&D toservice. In recent years, experiential events that lead to actions being taken
have been organized to raise all employeesʼ focus on customers and theimportance of quality and to help them think and act from the customer's
perspective. They are held globally in Japan, North America, Europe, China,
Southeast Asia, and other regions.

Improving Product Quality
Product quality is a basic feature in allowing customers to use a productsafely and comfortably over the long term. For Nissan, a leading
automaker with a strong history of monozukuri , Japanʼs tradition of carefulcraftsmanship, product quality is the foundation for our sustainability as acompany. We consider quality from the customerʼs perspective at all times
and respond quickly if a defect occurs, striving to prevent recurrence so as
not to inconvenience the customer. We ascertain customer dissatisfaction
and address it through all possible means, improving quality to increasesatisfaction.

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Approaches in Development and at Manufacturing Plants
Improving Perceived Quality and Developing Vehicles with Valued
Designs
Perceived quality is the quality that customers feel when seeing, touching,and operating a vehicle. For example, when customers come to theshowroom, they open vehicle doors, sit in seats, and check things like thetexture of interior fittings.
The perception of quality is a particularly subjective matter, and applying
objective criteria requires thorough studies. We conduct consumer
research around the world targeting customers who have purchasedor are considering purchasing a Nissan car in order to understand theirperceptions better and incorporate those perceptions in new vehicles. Ourperceived quality specialists communicate the voice of customers aroundthe world and support us to develop attractive stylish vehicles that arevalued by our customers.
Producing Products of Consistent Quality Worldwide
At Nissan, we will continue to produce products of a quality that exceeds
our customersʼ expectations. At the Tochigi Plant, we launched the NissanIntelligent Factory to meet environmental considerations, such as carbon
neutrality and the effective use of resources, and to meet the needs forelectrified, intelligent cars, and are realizing monozukuri that places lessof a burden on our employees. The Intelligent Factory will be deployedhorizontally to global plants in the years to come.
Including these activities, Nissan will deploy quality initiatives in four areas,
make comprehensive efforts from the development stage of new vehicle
offerings to the pipeline that delivers vehicles to customers, and stably
supply high-quality products.

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Four Areas in Nissan Production/Supply Chain Management(SCM)
New Model Quality
Initiatives

At the digital stage of a new model, we will simulate a virtual factory, utilize
simulation and virtual reality, and collaborate with design departments tocreate vehicle designs in digital form. The Global Production Engineering
Center is also making efforts to realize high-quality vehicle production fromthe outset at all plants worldwide through the verification of the structural
construction method of prototype vehicles.

Power Train Quality
Initiatives

To complete quality manufacturing in each process, we set Quality Gates
for each process, establish non-defective product conditions, and carry out
activities designed to deliver non-defective products to the next process.
We will also reflect the opinions of our customers in product and process
designs, work to further improve the quality of new products, andcontribute to the realization of stable quality.

Production Vehicle
Quality Initiatives

Having developed highly reliable forming and joining techniques and toolsthat can reliably comply with quality requirements, we are improving theBuilt in Quality of each process. In addition, to leverage the Global Training
Center and to devise ways to stabilize the quality brought about by manuallabor, we are promoting the global development of advanced skills throughthe Master Trainer training program, and aiming to realize stable quality at
all global plants.

Logistics Quality
Initiatives

In the transport process that delivers completed vehicles to customers, we
utilize the same global evaluation index to rate the quality of the accessory
installation work and logistics transport operations. Through benchmarks
at each site, we are promoting further improvements, maintaining factory
shipping quality, and promoting the provision of high-quality vehicles to ourcustomers.

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Diversityand Inclusion

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Product Safety
and Quality

Implementing Quality Tests Envisioning a Myriad of Situations
Each of our production cars and development models is evaluated usinga system called AVES* to monitor quality on a daily basis. Feedback from
customers is incorporated in standardized evaluation criteria, which areused to train quality assessment specialists. Only these company-certified
experts, known as “AVES Masters,” can perform our strict daily assessments.
The assessment process evaluates the vehicleʼs interior and exterior andtests it while it is in operation, focusing on whether it meets quality standards
defined in terms of customer requirements. During the running tests,
carried out on actual roads, assessors check the vehicle in areas including
unexpected noise, vibration, stability of handling, and the functionality of
its various advanced systems. Final responsibility for overall quality is the
responsibility of the CQE, who envisages different use scenarios for Nissanvehicles and carries out stringent quality checks accordingly.
* AVES stands for “Alliance Vehicle Evaluation Standard.” AVES is a quality evaluation systemused across the Renault-Nissan-Mitsubishi Alliance, in which specially trained experts assess
vehicles using more than 300 quality assessment criteria established from the customerʼs
perspective.

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

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

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Corporate direction

Social Policies
and Philosophy

Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Conceptual representation of the five phases ofmarket quality research and analysis

Phase 1Clarification of the fact

Phase 2

Sharing the fact anddecision of investigation
items and responsibilities

Collecting and analyzing information
Confirmation of the phenomenon with parts and vehicles

Sharing the facts with R&D / manufacturing / suppliers
Agreement on investigation items/responsibilities with R&D /manufacturing / suppliers

Phase 3

Identification of the root cause from failure cause analysis & Test
resultPlanning countermeasure proposal based on technical standard(design / manufacturing) and failure effect analysis

Phase 4

Agreement and decision of countermeasure with R&D /manufacturing / suppliersCountermeasure adoption at production line and deployment inmarketRoot cause analysis &planning countermeasureproposalValidation ofcountermeasure content

Phase 5Recurrence prevention
and horizontal
deployment

Revision of the technical standard (design / manufacturing)
Revision of the management process

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Improving Initial Quality
We are strengthening our efforts to deliver high-quality new vehicles to ourcustomers.
The Chief Vehicle Engineer (CVE), who is responsible for development,
meets with the CQE to share information from the market in order topromptly respond to customersʼ wishes and potential satisfaction concerns.
We confirm quality improvements for each process and explore necessaryrisk-reduction measures by visualizing potential risks at the planning stage.
Applying all of these processes with transparent criteria lets us ensure thatnew models offer high quality from the outset.
Enhancing Durability
So that our customers are able to continue enjoy driving in our vehicles formany years, we are promoting efforts to address the deterioration caused
over time by long-term vehicle use, such as the discoloration or deformationof resin, abrading of the surface materials, stripping away of chrome plating,and abnormal noises due to material fatigue. We consistently obtain dataof warranty after the initial sale and conduct quality checks on recovered
vehicles and parts actually used by customers to identify defects earlier.
Analyzing this data helps us develop technologies that are more resistant todurability issues.

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Diversityand Inclusion

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Product Safety
and Quality

Fair and Prompt Response to Material Quality Issues
As an automobile manufacturer, Nissan's primary responsibility is to do its
best to prevent product defects from occurring. At the same time, it is our
responsibility to be prepared for worst-case scenarios in the manufacture ofautomobiles, which are extremely complex industrial products. Nissanʼs 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 perspectiveof compliance with laws and regulations, as well as from the perspective of
how the issue affects customer safety. Specifically, Nissan makes decisions
on recalls with the highest priority on ensuring customer safety, minimizing
customer inconvenience, and complying with laws and regulations. Whenthe recall decision is made, Nissan encourages customers to receive prompt
repair information and visit repair facilities.
If a problem is found in a vehicle manufactured or sold by Nissan, a recall
decision is made in accordance with internal regulations together withrepresentatives from the region closest to the customer.
After a recall decision is made, the following measures will be implemented
to enable prompt repairs with top priority given to customer safety andsecurity.
• Notification will be sent in a prompt and fair manner by postal mail tocustomers who own vehicles covered by the recall. Dealers will also contact
customers, if necessary.
• Recall notifications will be posted on the website and on the mass media to
inform the customer.
• We also make the required reports, including notifications to the authorities
in accordance with the laws and regulations of each country.

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Recalls in FY2021*1
Number of Recalls

Recalled Vehicles(1,000 units)

Japan

11

504

North America

25

3,149

Europe

9

56

Other

20

381

Global

47*2

4,090

Country / Region*1 Since they are sourced from internal data, these figures may differ from data published bygovernment authorities.
*2 The total number of recalls is calculated by counting each recall measure as one case;therefore, the aggregate number of recalls by country / region does not sum to the global
total.

Approaches with Suppliers
As our production network expands worldwide, the risk of problems related
to the quality and supply of parts increases. Our efforts to ensure productquality include working with suppliers to improve quality at all production
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 supplierʼs plants
and check the quality control conditions on their production lines. We also

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Management

Governance
Human Resource
Development

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Engagement

offer support for suppliersʼ efforts to meet the quality control standards werequire.
In addition to these activities, we have prepared checklists based on
successful resolution of past issues and work not only with direct suppliers
but also with tier-2 suppliers to implement quality improvement measures.

supplier audit to check their management system. This ensures that
suppliers maintain their systems for consistently delivering high-quality
components and conduct new initiatives to further improve quality. We are
implementing initiatives to ensure quality in response to changes in theenvironment, such as remote checks from fiscal 2020.

Supplier Inspections and Training for Improving Product Safety andQuality
To ensure product safety, we work together with suppliers and conduct
inspections for products as well as components.
Each component from our suppliers represents the end-product of acomplex manufacturing process that includes planning and development
validation, turning design blueprints into prototypes, performance testing,and, finally, mass production. We have created a system called Alliance New
Product Quality Procedure (ANPQP)* for regulating the necessary quality
assurance across this entire series of activities. The ANPQP requires tests
to be carried out on every component delivered by suppliers to confirm theirhigh quality.
To determine whether new suppliers are able to carry out these tests, wedeveloped the Alliance Supplier Evaluation Standard (ASES)* system.
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 supplierʼs factory. New suppliers undergo
ANPQP training and are certified as trainers themselves after they reach a
specified level. They then conduct training on the supplierʼs premises andbuild a system for supplying precision-built components.
For all Nissan suppliers, we are implementing a “Supplier Score Card”
containing an assessment of diagnostic measurements such as delivered
quality and market quality as well as the Supplier Health Check (SHC)** Click here for more information on ANPQP, ASES, and SHC
https://www.nissan-global.com/EN/SUSTAINABILITY/SOCIAL/QUALITY/PRODUCTS/
ASSURANCE/

Sales and Service Quality Improvement
Nissan continues to improve not only vehicle quality but also quality ofservice at Nissan dealerships seeking to exceed customer expectations at
all touch points. Through effective management of sales and service quality
at dealerships in major markets around the world, we strive to improve
Customer Satisfaction (CS) by adhering to the Nissan Sales and Service
Way (NSSW).

Nissan Sales and Service Way (NSSW)NSSW is a set of global guidelines designed to improve sales & service
quality. It aims to increase satisfaction with our sales and aftersales service
in targeting to achieve top-level CS in key markets including Japan, the U.S.,
China, and major European markets and we conduct a range of activities
based on the NSSW. In particular, we set global standards in hardware andsoftware aspects to provide customers with a consistent sales and service
experience.

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Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Updating Global Dealership Standards

Shift to a More Customer-Centric Company

In response to the diversification of our customersʼ expectations andlifestyles, we introduced the Nissan Retail Concept (NRC) to dealerships
around the world to promote standardization for providing consistent brandexperience. The new dealership layout and design is intended to appeal to all
customers, from those who come to purchase a new car to those who comefor vehicle inspection or servicing, creating comfortable, welcoming spacesthat offer needed services as efficiently as possible.
NRC also incorporates key Nissan brand elements such as Nissan Intelligent
Mobility*, Electirfied vehicles, the NISMO performance sub-brand, lightcommercial vehicles, and Nissan Intelligent Choice (our premium certified
pre-owned car program). Adoption of the new standards has already begun
in key markets, and more than 2,900 stores had completed the facility
standard adoption by the end of fiscal 2021. We continue to deploy the newconcept in our stores around the world.

The number of customers who expect a seamless, pleasant online sales
and service experience is increasing, but each customer has different
needs. We aim to respond to individual needs and provide a customer
experience that goes beyond expectations. To ensure the implementationof 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 boost our activities at dealerships, wetrain 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.
Focusing on the voice of each individual customer and quick problem
resolution, we also implemented Quick Voice of Customer (Quick VOC). It
is not a survey but rather a powerful tool to capture customerʼs feedback
with three simple questions and free comment. In case a customer shows
any concern, Quick VOC provides the Dealer / Nissan a hot alert andallows the Dealer to quickly resolve the specific customerʼs concern andthereby increases customer
promotion for Nissan.
We continue to improve
the quality of our sales
and service in order toimprove satisfaction amongcustomers who visit ourdealerships.

* Click here for more information on Nissan Intelligent Mobility.
https://www.nissanusa.com/experience-nissan/intelligent-mobility.html

New logo Nissan dealer outlet

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Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Supply Chain Management
Supply Chain Strategy
The challenges facing modern societies, such as climate change and energy
issues, are increasingly global in their scope. To meet these challenges, it
is essential for Nissan to identify relevant issues at each stage along the
supply chain and make ongoing efforts to address them. As a businesswith worldwide operations, Nissan has a supply chain that extends acrossthe globe. We promote consistency in purchasing activities throughout the
global supply chain, sharing our vision and policy with business partners andstrategically collaborating with them to ensure their adoption.
We aim to achieve sustainable growth built on a foundation of mutual trustwith our business partners. We listen closely to and work with our suppliers
as equal partners, developing and maintaining cooperative and competitive
relations that enable us to implement best practices.

Nissanʼs Approach to the Supply Chain
To optimize purchasing activities, the Alliance partners established acommon purchasing company, the Renault-Nissan Purchasing Organization(RNPO), in 2001 and have steadily increased the scope of its activities inthe years since then. The organization now covers all purchasing domains,
incorporates all purchasing functions, and builds mutually profitable business
partnerships with all suppliers. Its name was changed to the Alliance

Purchasing Organization (APO) in April 2018, after Mitsubishi Motors joined
the Alliance. The new organization aims to help each company in the Allianceachieve sustainable performance through the steady development of the
Alliance as well as through the advantage of economies of scale.
We use common, transparent processes and criteria worldwide to selectsuppliers and are open to doing business with new partners, regardless ofnationality, 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 Allianceregards as important: trust (work fairly, impartially, and professionally),
respect (honor commitments, liabilities, and responsibilities) andtransparency (be open, frank, and clear).
Nissan and Renault have produced a booklet, The Renault-Nissan
Purchasing Way*, outlining the values and processes the Alliance sees asimportant when doing business. This booklet has been shared with tier-1
Renault and Nissan suppliers since 2006. In Japan, we also adhere to the“proper trading guidelines” issued by the Ministry of Economy, Trade andIndustry for the automotive industry.
* Click here to download The Renault-Nissan Purchasing Way.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/Renault_
Nissan_Purchasing_Way_English.pdf

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Diversityand Inclusion

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Product Safety
and Quality

The Alliance Purchasing Organization (APO) created by
Renault, Nissan, and Mitsubishi Motors

Purchasing domains: All (components, materials, equipment, molds,
service support)

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

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 otherbasic information for all suppliers. We are working together with all suppliers
to promote the sustainability principles set out in the Renault-Nissan CSR
Guidelines for Suppliers and the Nissan Green Purchasing Guidelines.

Purchasing functions: All (planning, procurement, projects［vehicles/units］,
vmanagement, supplier quality, etc.)

Supply Chain Management Policies andPhilosophy
Promoting Widespread Permeation through the RenaultNissan CSR Guidelines for Suppliers
Processes from Supplier Selection to Mass Production
Choice ofsupplier
candidates

Sourcing

Selection of
suppliers

DesignPrototype production
Evaluation for mass
production

Performance monitoringMassproduction

To effectively implement sustainability practices worldwide, Renault andNissan revised the Renault-Nissan CSR Guidelines for Suppliers*1 inDecember 2015. Renault and Nissan distributed the revised guidelines to all
their suppliers and have also asked suppliers to share the revised guidelines
with their own business partners to ensure they permeate throughout the
supply chain. Renault and Nissan drew up the first edition of the guidelines
for distribution in 2010 with reference to the CSR guidelines of the Japan
Automobile Manufacturers Association, Inc.
Key revisions and clarifications in the 2015 edition included, as a responseto new laws and ordinances: (1) updating the procurement policy to include
responsible mineral procurement and the elimination of antisocial forces
based on new Japanese governmental guidelines and regulations; (2)requiring a shared commitment to sustainability activities with suppliers

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at the time the guidelines are distributed; and (3) beginning third-party
assessment of supplier sustainability activities as an Alliance initiative fromfiscal 2016. As part of efforts to promote sustainability practices among
business partners in emerging countries, the revised guidelines were
published in Chinese as well as English and Japanese.
To help suppliers review their corporate activities from a sustainability
perspective and take sustainability actions, the guidelines explain expected
initiatives in 26 categories across the following five areas:
1. Compliance: Complying with laws, preventing corruption, etc.
2. Safety and Quality: Ensuring the safety and quality of products andservices, etc.
3. Human Rights and Labor: Prohibition of child labor and forced labor,
complying with working hours and remuneration laws, etc.
4. Environment: Environmental management, reducing greenhousegas emission and industrial waste volumes, and managing chemical
substances, etc.
5. Information Disclosure: Open and impartial communication withstakeholders, etc.
In addition, suppliers are requested to undergo assessments by third parties.
The guidelines mandate that suppliers comply with laws and regulations.
If suppliers are found to be in a state of non-compliance, the guidelines
prescribe required responses, such as filing a report immediately, conducting
an investigation, and formulating corrective measures. In the case of anoncompliance incident, we will take firm action based on our regulations
and do everything necessary to prevent a recurrence.
In 2022, “Renault-Nissan CSR Guidelines for Suppliers” Supplementary
Handbook for Nissan Suppliers*2 was published for Nissan suppliers tofacilitate better understanding of sustainability issues and responses tosocial demands. Specifically, we clarified important matters that should be

GovernanceSupply Chain
Management

Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

considered and addressed regarding human rights and labor, which weremade known at supplier meetings and on other occasions.

Positioning of“Renault-Nissan CSR Guidelines for Suppliers”
Supplementary Handbook for Nissan Suppliers
The Renault-Nissan Purchasing Way
Basic Alliance principles for purchasing
Shared values with suppliers (trust, respect, transparency)
Supplier sourcing process

Nissan Green Program 2022
Midterm environmental action plan

Support for suppliers

Renault-Nissan CSR Guidelines for Suppliers
Compliance
Safety and Quality
Human Rights and Labor

aspects
Environment
Information Disclosure

aspects“Renault-Nissan CSR Guidelines for Suppliers”
Supplementary Handbook for Nissan Suppliers

Nissan Green Purchasing Guidelines
Compliance with regulations and Nissan's
basic environmental principles
Establishment of management system
Management of chemical substances
Activities to reduce environmental load
Completion of surveys on CO2 emissions,water usage, other environmental factors

Additional detailed explanation regarding compliance,
human rights and labor issues

In fiscal 2021, no human rights violations, such as discrimination, occurred,and no supplier was found to be at serious risk of forced labor or child labor.
*1 Click here for more information on “ the Renault-Nissan CSR Guidelines for Suppliers”.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/SUPPLIERS2015/*2 Click here for more information on the “Renault-Nissan CSR Guidelines for Suppliers”.
Supplementary Handbook for Nissan Suppliers
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/SUPPLIERS_SH/index.html* Working with Suppliers in Strengthening Our Business Foundations to Address Environmental
Issues>>> P091

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Diversityand Inclusion

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Supply Chain Management
Nissan has always been working to improve its supply chain throughactivities including third-party assessment of suppliersʼ sustainability
activities and sustainability training for workers in its purchasing department.
We have also instituted an awards system to recognize suppliers whose
performance is outstanding. This awards system aims to encourage
suppliers in the global supply chain to embrace Nissanʼs management
approach, which balances the economic activities of quality, cost reduction,and technological development with social responsibility and environmental
concern.
Working with Suppliers in Strengthening Our Business Foundations to Address Environmental
Issues>>> P091
Product Safety and Quality Achievements with Suppliers>>> P130

Evaluation, Monitoring, and Auditing of Suppliersʼ
Sustainability Practices
Nissan has been confirming suppliersʼ acceptance of the Renault-Nissan
CSR Guidelines for Suppliers and check their environmental management
systems and their willingness to advance environmental activities withus at the time of supplier selection. Among newly selected suppliers infiscal 2021, 100% of them met both Nissanʼs social standards and basic
environmental principles.
In 2016 the Renault-Nissan alliance began third-party assessment of
suppliersʼ sustainability activities to raise standards through mutual
confirmation. When results do not meet Alliance standards, suppliers

Supply Chain
Management

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Human Resource
Development

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Engagement

are asked to draw up plans for improvement. We then monitor theirimplementation. We held a seminar for suppliers, where a rating organization
spoke to them directly how to answer assessment questions and formulate
improvement plans. By now, more than 90% of Nissanʼs purchase demands
are covered by a third-party assessment.
We also conduct sustainability training in our purchasing department toensure that employees conduct checks of suppliersʼ sustainability activities
in their daily work. In addition, Nissan requires all employees to attend
e-Learning courses on the Subcontractors Act*1 and the Anti-Monopoly
Act*2 as mandatory training every year in order to maintain fair and impartial
relationships with suppliers.
If there are issues with the supply of parts and materials, they may
lead to problems not only for Nissanʼs production but also the supply
chain as a whole. We therefore position the following measures as partof sustainability activities and implement; (1) confirming supply risks
under normal circumstances; (2) following up annually on quality, cost,delivery, development, management, sustainability, and risk (QCDDMSR)
performance; and (3) working with suppliers to craft response plans fornatural disasters to ensure production continuity or early restoration of
capacity.
We monitor compliance from the perspective of supplier management,
constantly assessing the situation at each supplier based on a range offactors. When high risk is identified, we work with the supplier to rapidly draft
and implement countermeasures.
In fiscal 2021, there were no suppliers whose compliance was problematic,
and no supplier contract was terminated for such a reason.
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Management

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Human Resource
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Data / Index

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Community
Engagement

Promotion of Monozukuri Activities with Suppliers

Engagement with Suppliers

We work to continually improve the competitiveness of our products throughthe Monozukuri Activities program, a collaboration between suppliers
and Nissan that was launched in 2008. Since 2009, these activities have
expanded through the joint THANKS Activities initiative, which emphasizes
trust and cooperation between Nissan and its suppliers. With the goal ofworking with suppliers to become cost leaders under todayʼs challenging
market conditions, we strive to improve product quality, reduce costs,
and rationalize manufacturing through measures that include increasing
production volume per part, promoting localization, and improving logistics.
In fiscal 2013, we introduced the Total Delivered Cost (TdC) Challenge,
aiming to optimize all fluctuating costs, including for specifications, materials,
exchange rates, and logistics. Our various functional departments, together
with suppliers, are continuously working to proactively promote the TdC
Challenge and improve both quality and supply.

Providing suppliers with timely and accurate information is a key task for
Nissan. Suppliersʼ meetings are held in Japan and overseas to spread
understanding of Nissanʼs purchasing policy for the fiscal year, midterm
business plan, and other matters. In Japan, we hold monthly meetings anddirectly inform suppliers of our production plans, activities, and requirements.
The meetings are also an opportunity for Nissan to respond to supplierquestions and requests.

Recognizing Supplier Contributions Worldwide
Each year we recognize the contributions of our suppliers to thedevelopment of our business and improvement of our performance withawards presented at the global level as well as in each of the regions where
we operate. At the Nissan Global Supplier Awards, we present Global
Quality Awards to suppliers showing exceptional performance in quality
for the year, and Global Innovation Awards to suppliers whose innovative
initiatives improved Nissanʼs brand and product power. Global Quality Award
recipients are selected by Nissanʼs purchasing, quality and other divisions
using standard criteria applied worldwide. Global Innovation Award recipientsare selected from suppliers nominated by Nissanʼs production, development,
and other divisions in two categories: product technology and process
management. In fiscal 2021, five companies received Global Quality Awards,
while Global Innovation Awards went to 16 companies.

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Diversityand Inclusion

Social
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and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

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 chain due diligence with the cooperation of the R&D Division,
Sustainability Development Department, and other related divisions, andreports the results to the Global Sustainability Steering Committee. If
necessary, the results are also reported to the Executive Committee (EC),
Nissanʼs highest decision-making body, for use in determining future
initiatives.

In 2013, Nissan moved quickly to establish a policy against use of conflictminerals and published the policy on its website. Following this, in July
2020 it formulated and published its new Global Minerals Sourcing Policy
Statement and expanded the scope from the conflict minerals known as
3TGs (tin, tungsten, tantalum, and gold) to all minerals including cobalt fromconflict-affected and high-risk areas.
Nissanʼs goal is to conduct ethical, social, and environmentally conscious
business practices at every level of our global supply chain. We monitor our
supply chain to assess whether the mineral resources contained in materials
or components used to manufacture our products have any harmful social
effect, such as on human rights or the environment. When there areconcerns about the minerals being used, Nissan actively works to end thatuse.
Based on its Global Minerals Sourcing Policy Statement, Nissan references
to the OECD Due Diligence Guidance for Responsible Supply Chains ofMinerals from Conflict-Affected and High-Risk Areas to implement due
diligence related to minerals sourcing in its supply chain. From 2021, theRenault-Nissan-Mitsubishi Alliance has also joined the RMI* and will workwith its suppliers to assess risks and will strengthen its efforts to takecorrective actions furthermore whenever issues are identified.
* Click here to download the Global Minerals Sourcing Policy Statement.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/Minerals_
Sourcing_Policy_e.pdf* RMI stands for Responsible Minerals Initiative, an organization with member companies andassociations from the information and communications technology and other industries thatworks to improve global social and environmental awareness.

Conflict Minerals Management
We began conducting conflict mineral surveys in our major areas ofoperation (Japan, North America, and Europe) in fiscal 2013. Starting infiscal 2014, we gradually expanded the scope of these surveys to otherareas. Surveys on a massive scale are required to grasp the status ofminerals usage throughout the global supply chain. We therefore collaborate
with organizations including the Japan Automobile Manufacturers
Association, Inc., the Japan Auto Parts Industries Association, and theJapan Electronics and Information Technology Industries Association to holdregular working group sessions to consider methods for investigation andanalyzing the results of those investigations.
The surveys track minerals back through the chain of suppliers using CMRT
(Conflict Mineral Reporting Template) provided by the RMI. This enables
Nissan to identify smelting and refining companies that are not procuring
minerals that are a source of funds for armed groups in their regions.
We provide the suppliers we survey with manuals describing how to fill in
required forms and what tools to use to collate results. In this way, we work
to increase understanding of conflict mineral issues throughout the supply
chain.
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In fiscal 2021 we conducted surveys in nine markets̶ Japan, the U.S.,
Mexico, Europe, China, Thailand, India, South Africa and Brazil. No suppliers
were found to be using minerals from smelters / refineries believed to beconnected to armed groups.
Going forward, we plan to make our surveys more effective by improving
its methodology in conjunction with the member companies of the Japan
Automobile Manufacturers Association, Inc., and the Japan Auto Parts
Industries Association. We will also continue to seek responses fromsuppliers that did not reply to the survey.
* Click here for more information on our actions for minerals sourcing.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/Minerals_e.pdf

Cobalt Management
Nissan is aware that not only geopolitical risk but also environmental
impact and human rights issues related to cobalt mining have been pointed
out. Together with suppliers, Nissan aims to carry out responsible cobalt
sourcing.
Since 2018, Nissan has conducted interviews with its lithium-ion battery
suppliers and follows up with them on a regular basis and is identifying its
supply chain. We are enhancing our approach to identifying cobalt smelters/ refineries by referencing the OECD Due Diligence Guidance. Any identified
smelters / refineries will be disclosed on an ongoing basis.
* Click here for more information on our actions for minerals sourcing.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/Minerals_e.pdf

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and Quality

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Development

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Human Resource Development
Human Resource Development Policies andPhilosophy

Human Resource Development Management

We value a self-directed stance toward learning by employees, and areworking to foster a corporate culture in which they can demonstrate theirabilities and potential and in which both the company and employees cancontinue to grow together, as well as to develop human resources.
We encourage employees to take ownership of their own careers andpromote skill development. We also promote active collaboration andteamwork with others, in addition to the development of team members by
their supervisors in their respective workplaces. Specifically, the five valuesof the NISSAN WAY which evolved in fiscal 2020 as a symbol of the new
Nissan, and the appraisal system, which emphasizes the development of
human resources and promotion of collaboration, was revised in fiscal 2020
to ensure sustainable growth and development of the organization andhuman resources.
In addition, to provide employees with effective learning opportunities evenin remote work environments, we provide over 20,000 types of e-learning
content on a global basis and are also promoting the expansion of digitallearning infrastructure by preparing an environment so that employees cantake courses on their own mobile devices.

Nissan is working constantly to improve its human resource systems toachieve growth for its people and organization over the medium to longterm. We updated these systems in fiscal 2020 and established three pillars
of appraisal, namely appraisal metrics based on the evolved NISSAN WAY
People & Collaborative Leadership to support employeeʼs motivation forgrowth, self-development, and to enhance teamwork, and expertise.

Continually Improving Human Resource Systems

NISSAN WAY
Competency

The value and action standards which is commonly set
across the company are represented by the fiveprinciples of “NISSAN WAY”.

People & Collaborative
Leadership Competency

The value and action standards related to people
management, collaboration, and leadership.

Technical Competency

The action standards based on specific skills that
employees are required in each organization.

Based on these, we have introduced "Competency Appraisal" measuring
an employee's skills, knowledge, and attitude, and "Performance Appraisal"measuring to what extent the employee achieved their goals. The resultsof the "Competency Appraisal" are linked to wage or ABS (Annual Basic
Salary). And the results of the "Performance Appraisal" are linked to bonus
or VC (Variable compensation)*. In addition, we offer an employee stock
ownership plan as part of our benefits package.
* Variable incentive compensation

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Support for Self-Designed Careers
At Nissan, all employees have an opportunity twice a year to discuss theirown careers with their supervisors to support their career designs. Together
with “Performance Appraisal” and “Competency Appraisal,” employees andtheir supervisors reach a consensus through dialogue.
Aiming to enhance measures for career development as well as growth intheir dialogues, training programs are provided to improve supervisorsʼ 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 employeesʼ growth progress, which makes it possible tomaintain consistency within the human resource development. We conduct
surveys to gain employee input regarding the evaluation dialogues and tolearn their level of understanding and satisfaction with the system. Based on
the results, we implement necessary measures and make improvements. We
monitor employee satisfaction regarding the dialogues with their supervisors,
and there has been an improvement in employee understanding andacceptance of the evaluation system.
Employees in Japan have a chance to take on the challenge of a newposition through the Shift Career System (SCS) and the Open Entry System.
The SCS enables employees to apply for positions in other departments or
areas in which they are motivated to work in, regardless of whether there isa position immediately available. The OES allows them to apply for all openly
publicized positions. During fiscal 2021, a total of 279 employees applied forapproximately 480 open posts, and 142 of them succeeded in getting thepositions they applied for.

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Offering Learning Opportunities

Based on our firm belief that employees are our most important asset andthat nurturing them is critical, we support them by providing a large numberof learning opportunities. We have developed various programs to help
employees improve their management and business skills, and to develop
leadership skills. In these ways, employees are encouraged to enhancetheir skills, their knowledge, and their mindset in order to realize their career
visions.
Specifically, in addition to mandatory trainings for each career stage,
we implement elective trainings which allow employees to choose what
they want to learn. We also expand global common e-learning contents
to encourage self-learning. With these measures, we strive to foster a
corporate culture of continuous learning and development. In responseto changing times, we are actively shifting from face-to-face training
conducted in groups to online training to build an effective learning
environment that enables each individual to learn using their mobile devices
under remote working conditions.

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Nissan Learning CenterIn the automobile industry, in which technological innovation is rapidly
advancing, in order to maintain and develop Japanese manufacturing that
leads global competition, talents are required who not only understandadvanced vehicle manufacturing and technology but also have management
skills and maturity. We founded Nissan Learning Center with the aim ofcontinuously developing capable leaders to play a central role in monozukuri
and pass down our technologies and skills to future generations. Thisis another example of how we offer learning opportunities and promote
activities to develop human resources.
Nissan Learning Center consists of three organizations: Nissan TechnicalCollege, Genba Kanri (shop-floor management) School, and Engineering
School. It offers a variety of programs aimed at developing engineers andtechnicians who carry forward the “Nissan DNA” and achieve continuous
success through the implementation of the evolved NISSAN WAY.
In addition, Nissan Learning Center is responding to remote working byoffering online technology training including AI and IoT for approximately
10,000 employees.

Nissan Software Training Center (STC)
In 2017, we established the Nissan Software Training Center (STC) within
our Nissan Advanced Technology Center (NATC) and have been working on
training engineers to develop skills for both cars and software development.
As software holds the key to our competitiveness in an age where CASE is
progressively expanding, we continue to develop talent who are well-adapted
to digitalization through our STC programs in which we offer necessary
knowledge and skills.

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To date, a total of 393 employees have joined the program over a period of
13 semesters since the centerʼs establishment in 2017.

Engineering and Technical Skill Training around theWorld
To strengthen our efforts to expand our business globally, we must further
improve the engineering skills of individual employees working across theglobe. We offer opportunities for personal growth equally to all employees inboth R&D and manufacturing, whether they work in Japan or elsewhere, tohelp them enhance their capabilities.
Training for Engineers
Since 2012, we have implemented the Global Training Program (GTP), a
common global basic training program for engineers at R&D sites worldwide.
Furthermore, in recent years, we have moved forward with plans for moreadvanced and specialized training, including training in the areas of electricvehicles, autonomous driving technologies and connected car services, inorder to develop talent that can lead R&D related to autonomous vehicles
and connected cars.
Training for Technicians
In order to improve the day-to-day management skills of foremen andgeneral foremen in all of the plants operated by Nissan, Renault, andMitsubishi around the world, a common production method known as the
Alliance Production Way (APW) has been defined. We are also developinga shared Alliance framework for APW training, which we aim to implement
worldwide.

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Improving Management Quality
We are working to improve the quality of management at the global level. We
have further emphasized strengthening human resource management within
the organization by introducing values of the evolved NISSAN WAY and
People & Collaborative Leadership into the appraisal system. In the
introduction of the new system, corporate officers and general managers
themselves acted with strong leadership, holding dialogues and workshops
to promote understanding in their respective departments and tocommunicate the will to change. In fiscal 2021 and afterwards, we include
the contents related to expected roles in companywide trainings by job
level (for new employees, for newly promoted managers, etc.), and continue
to promote understanding of the new appraisal system and encourage
employees to take expected actions. In addition, we have revised the existing
training program structure in line with the new NISSAN WAY and People &Collaborative Leadership, creating an environment where employees cantake training that strengthens relevant skills and leadership.

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they can acquire experience needed to become a management member ora leader. Furthermore, we are in the midst of a period of transformation fromthe era of owning a car to the era of creating new mobility services, such as
electrification, autonomous driving, car sharing, and connectivity with theinternet. We are therefore working to develop leaders who can lead new
businesses beyond the boundaries of the conventional automobile business.
We are reinforcing our human resources not only through the recruitmentof new graduates but also by actively hiring mid-career talent and mid-level
management candidates from outside the company. In order to effectively
operate these talent management schemes, meetings dedicated to humanresources are regularly held with corporate officers. There, talents are
identified, then development plans and succession plans are created.
In addition, corporate officers have opportunities for direct dialogue with
future leader candidates and actively participate in discussions on humanresource development measures across divisions and regions. These
strategic human resource management systems are also being actively
discussed at the regional and departmental levels, with human resources
and systems coordinated across regions under a common global framework.

Training Future Leaders
To continually foster future leaders and specialists who will lead thecompany, 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 programsby 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 strategicallyand systematically implemented to give candidates for future leadersopportunities to work in management posts or in global functions so that

The Nissan Expert Leader System: Passing Down
Nissanʼs Technologies and Expertise
Helping employees develop specialized skills over the medium to longterm is vital for a company to achieve sustainable growth. The Nissan
Expert Leader System is a means of strengthening and fostering further
development of specialized skills in a wide range of technical andnontechnical areas such as purchasing and accounting. In fiscal 2022, thesystemʼs 17th year, 47 Expert Leaders and one Fellow are playing an activerole in a total of 86 fields of specialization. The Expert Leaders and Fellows

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make use of their specialized knowledge to contribute to Nissanʼs businessendeavors overall. In addition to sharing their knowledge with others via thecorporate intranet and other communication tools, they contribute to thefostering of the next generation of experts by passing on their expertise in
seminars and training courses.

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Human Resource Development Achievements
Training Program Achievements at Nissan Motor Co., Ltd.
Performance Indicators forTraining Programs

FY2019FY2020

FY2021

Number of learners

330,784

304,225

395,448

Total hours of training

549,490

250,251

328,783

24.3

11.1

14.3

Learner satisfaction (out of 5)

over 4.2

over 4.2

over 4.2

Investment per employee (¥)

83,00064,00067,000

Hours per learner

The fiscal year labels in previous reports had been incorrect, and they havebeen fixed in this report.

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Labor Practices Respecting the Rights of Workers
Policies and Philosophy on Respecting theRights of Workers

Management That Respects the Rights ofWorkers

Nissan has been a member of the United Nations Global Compact since2004, observing its universal principles on human rights, labor, theenvironment, and anti-corruption. Nissan promotes the management ofsustainability strategies pursuant to the Compactʼs 10 principles. We
have expanded and enhanced our wide-ranging activities to ensure that
employeesʼ basic rights are respected.

Under the “Value Diversity and Provide Equal Opportunity” code within the
Global Code of Conduct, Nissan requires its employees to respect and value
the diversity found among the companyʼs employees, business partners,
customers, and communities, while rejecting discrimination and harassment
in all forms, regardless of magnitude. Nissan executives and employees
must respect the human rights of others and may not discriminate againstor harass others based on race, nationality, gender, religion, disability, age,place of origin, gender identity, sexual orientation, or any other reason; nor
may they allow such a situation to go unchecked if discovered. We also
work to ensure that all employees, both male and female, can work in anenvironment free from sexual and other forms of harassment. In addition,
we have implemented a system called SpeakUp,*1 which enables internalreporting of any suspected breaches of all internal policies, including the
Global Code of Conduct.

* Click here for more information on the Nissan Human Rights Policy Statement.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/HUMAN_RIGHTS/ASSETS/
PDF/nissan_human_rights_policy_e.pdf>>> P097* Click here for more information on the Global Code of Conduct for NISSAN Group.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/NISSAN_GCC_
E.pdf*1 Click here for more information on the globally integrated reporting system.
>>> P187* Click here for more information on our human rights initiatives.
>>> P097* Click here for more information on business ethics: management.
>>> P187

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Building a Workplace Environment Where Employees
Can Work with Peace of Mind
Based on the idea of fostering a people-centered corporate culture, Nissan
is cultivating a workplace environment where employees can work withpeace of mind. To that end, it is essential that employeesʼ human rights arerespected throughout the organization, and Nissan is building a frameworkto address this issue in a systematic way.
In 2021, we released the “Nissan Global Guideline on Human Rights”, which
is a compilation of specific action points on how to respect employeesʼhuman rights. The document covers seven themes in light of Nissanʼsbusiness activities. Based on these guidelines, we are working to further
strengthen our initiatives for respecting the human rights of employees
throughout our business.
* Click here for more information on the Nissan Global Guideline on Human Rights.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/HUMAN_RIGHTS_
GUIDELINE/index.html

Achievements in Respecting the Rights ofWorkers
Diversifying Workstyles with “Happy 8”

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Community
Engagement* Click here for more information on “Happy 8” workstyle reform.
>>> P118

Human Rights Due Diligence / Assessment
Nissan conducts human rights assessments as part of its human rights
due diligence to ensure that employeesʼ human rights are respected ateach of its global sites and to create an environment where its employees
can work with peace of mind and where Nissan respects local laws andincorporates international standards, as necessary. The following process isbeing implemented at all sites: determining whether improvements need tobe made based on the results of the assessment, planning and implementing
those improvements, and then disclosing the results outside of the company.
In fiscal 2021, a human rights assessment was conducted at Nissan North
America (NNA), starting with a self-assessment questionnaire followed by
performing a more in-depth assessment with the cooperation of an external
NPO organization. The assessment did not suggest any inconsistencies withlocal laws and identified potential areas NNA could consider revising. The
assessment details are being scrutinized internally, and we are proceeding topropose and implement amended standards, as necessary.
*Click here for more information on human rights due diligence / assessments conducted infiscal 2021.
>>> P099

Nissan has striven to create workplaces that let individual employees choose
from a wide range of workstyles to suit their values and life needs through its“Happy 8” workstyle reform.

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Labor Practices Dialogue with Employees
For a company to continue offering new value in the face of rapid changes inthe social and business climate, it is essential for its employees to embrace
the companyʼs corporate purpose as well as its mission and consciously
work toward realizing them.
Nissan conducts its internal and external communication activities with theaim of enhancing and maintaining the company corporate and brand values
while at the same time enabling the company to achieve its short- and longterm business goals. In terms of internal communication, we are delivering avariety of information to our employees globally to foster a genuine interestand fondness for the company, which will encourage them to engage intackling challenges as well as proactively enhance the value of the company
as “ambassadors” of Nissan.

Guidelines for Dialogue with Employees
We established two guiding principles for communication that aim toencourage higher employee engagement: “building trust” and “increasing
employee motivation.” We utilize various communication tools to deepen
employeesʼ understanding of our business, products, and brand, as well as toexplain the direction in which we are heading in order to generate employee
confidence in their day-to-day activities and in the future of the company.
By organizing events and offering opportunities for employees to increase
their motivation and realize that they are an integral part of the company, we
nurture a sense of pride in our employees, which in turn will encourage themto contribute to Nissanʼs sustainable growth.

Building trust with employees

Policies and Philosophy on Dialogue with
Employees

Enhancing employee engagement

Increasing employee motivation

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Management of Dialogue with Employees

Achievements in Dialogue with Employees

It is paramount for Nissan, a company with more than 100,000 employees
working globally at production sites and offices, to offer enriching internal
communication that instills our corporate mission and management
strategies in our employees, make each employee more motivated andengaged, and strengthen corporate governance.
The Global Internal Communications Department is playing a key role indeploying messages in a thoughtful manner, such as through the corporate
intranet system that delivers information to all employees globally, materials
cascaded from senior managers or information shared in each region.
Employee–executive exchange is also held on a regular basis with the aimof building trust. Furthermore, we offer opportunities for employees to voice
their views and share them with company executives in an effort to promote
continuous improvement.
An annual action plan for internal communication activities is created withthe aim of improving communication both quantitatively and qualitatively.
Surveys are conducted on these communication initiatives on an annual
basis, as well as on individual communication activities. Survey results
are reflected in future communication activities and action plans for thefollowing fiscal year.
By creating a shared awareness of sustainable growth throughcommunication with employees, the entire organization is united.

For Nissan and its employees to continue to grow together in the faceof globally expanding business activities, employees need to understandthe direction in which the company is heading and implement their own
actions toward the achievement of the companyʼs objectives. Overcoming
challenges to achieve those goals can lead to personal growth for theemployee and contribute to the realization of our corporate purpose. Nissan
is strengthening its communication with employees in order to enhance their
engagement.

Strengthening Communication to Build Trust andIncrease Motivation
We are currently working to achieve the objectives of the Nissan NEXT*business transformation plan calling on all employees to embrace ourcorporate purpose and understand the significance of the plan. Employeesʼ
confidence in the companyʼs activities and performance is essential forthe planʼs success. At the same time, we also need to motivate employees,
encouraging them to take self-initiated action. Therefore, internal
communication activities focus on building trust among employees andincreasing their motivation.
* Click here for more information on Nissan NEXT.
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Enhancing Communication Channels
To build trust with employees, companies must disclose information in a fairand 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 of
information regarding the companyʼs products, services, and technologies
such as on electrification is provided, which enables employees to deepen
their understanding of these important initiatives. We proactively inform
employees about long-term initiatives such as developing autonomous
driving technologies and providing new services using connected
technology.
We are enhancing coordination among our various departments and withexecutives and actively sharing information that contributes to relationships
of mutual trust and higher employee motivation.
Every new fiscal year starts with the CEO delivering the presidential address,
reflecting on the past yearʼs performance and highlighting the direction for
the new year. Topics based on employee interest are also broadcast throughlive web conferences called Management Information Exchanges (MIEs),
which encourage engagement between Executive Committee (EC) members
and senior managers.
Employee motivation is also raised through participation in new model
announcements and seminars, where employees gain a deeper
understanding of Nissanʼs products and learn to convey product features
and attractiveness to their friends and families more effectively. They havebeen highly effective in developing “ambassadors” for Nissan.
Since we introduced a corporate intranet system accessible by all employees
globally called WIN (Workforce Integration @ Nissan), it has been actively
used to promote communication, information sharing, and collaboration

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among employees. WIN has expanded beyond the Nissan Group, and theaudience has now begun to include Nissanʼs major affiliates as well.
At the end of fiscal 2021, the WIN design was renewed for the first time innearly five years, improving usability. The Global Internal Communications
Department will continue listening to employee opinions with the aim offurther improving intranet (WIN) quality.

Renewed WIN top pageIn fiscal 2014, Nissan began issuing Engagement Kits summarizing its global
operations, business performance and major achievements, and corporate
direction. These kits are distributed to general managers every month andare used as communication tools for information sharing.
In addition, in Japan, employees are provided with the necessary information
in a timely manner through such means as a printed in-house monthly
newsletter called Nissan News for employees at Nissan production sites andan in-house broadcast program on TV monitors in employee cafeterias and in
offices.

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Strengthening Communication between Executives andEmployees
In order to achieve a solid recovery and steady growth through the conceptsof “RATIONALIZE” and “PRIORITIZE & FOCUS”, which are the pillars of
Nissan NEXT, and to regain Nissanʼs identity in the new era, it is important toincrease dialogue with employees and have them understand why Nissan isundertaking structural reform of the business.
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.
In fiscal 2021, after announcing the long-term vision Nissan Ambition 2030,
we held Town Hall meetings for employees in all regions. Adopting a formof direct dialogue online between employees, the CEO and COO, responses
from the participating employees were extremely favorable with a wealth of
positive feedback including “the dialogue increased motivation.”
Additionally, by inputting employee feedback to management in a timely
manner after the announcement of important projects and holding of events,
internal communications also play a role in providing employee perceptions
and thoughts as feedback to management.

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Regarding opportunities for direct dialogue with top management,
many employees have requested that we increase opportunities forcommunication, and since fiscal 2020, we have conducted roundtables
sequentially in each region to facilitate more detailed dialogues with
employees.

Employee–Executive Exchange Meetings
In order to build trust, it is important for Nissan to stay aware of its
employeesʼ thoughts and opinions and ensure that they are shared with top
management. We are making efforts to communicate information that willlead to greater employee trust toward the achievement of Nissan NEXTbusiness transformation plan objectives. These efforts are monitored on an
ongoing basis through key performance indicators (KPIs) and reflected ininternal communication activities. For these activities, we conduct regularsurveys of employees, and the results are conveyed to company executives.
The survey results are also used to run a PDCA cycle, leading tofuture planning that clarifies the scope of the audience and content ofcommunications.
Plan
Plan based on
employee feedback

Do

Act

Define audienceand implement
communication
activities

Implement improvement
actions based on
survey results

Town Hall Meeting on “Nissan Ambition 2030”

Check
Convey survey results
to executives

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Contents
Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

GovernanceSupply Chain
Management

Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Employeesʼ Health and Safety
Employeesʼ Health and Safety Policies andPhilosophy
To demonstrate that occupational health and safety are the top priorities in
Nissan business activities regardless of country, region, or division, as wellas cultivate a corporate culture that respects human health and safety inall aspects of business, we established the Global Policy on Occupational
Health and Safety.
Our Basic Policy states that “From top management to each individual
employee, Nissan recognizes that the health and safety of everyone is our
top priority.
The company continuously and aggressively strives toward realizing zeroaccidents, zero-illness, and vigorous workplace safety by optimizing theworking environment and business processes and promoting individual
physical and mental health.”
Nissan also stipulates the following specific policies as the main items
in eight areas, as well as the roles and responsibilities of all officers andemployees regarding health and safety.
1. Compliance
2. Health and safety activity planning and monitoring
3. Preliminary health and safety evaluations when planning equipment
and operations
4. On-site partner company management
5. Health and safety education, work guidance
6. Accident reports and similar accident prevention
7. Health promotion
8. Infectious disease control

At bases in Japan and overseas, Nissan uniformly implements managementwith regard to workplace environment health and safety based on the Global
Policy on Occupational Health and Safety. Nissan places great importanceon occupational health and safety promotion in the collective agreements
concluded with labor unions and promotes various health and safety
practices in the workplace.

Positioning of the Global Occupational Health and Safety Policy

Global Occupational Healthand Safety (OHS) policy

Global common

OHS policy ofregion, site, plant
RegionOHS management
systemOHS Action plan of
Function, region, site, plant

Objective(Outcome)Objective(Strategy)

Number of injury, fireabsent rate, etc

Actual result of risk
assessment, safety training, etc

Hoshin KanriInternal audit

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Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Employeesʼ Health and Safety Management
In Japan, we hold a Central Health and Safety Committee meeting eachyear chaired by the executive in charge of human resources and attended bymanagement and labor union representatives from Nissan facilities.
Activities over the past year are reviewed in such areas as workplacesafety, fire prevention, mental health, health management, and traffic
safety, and then plans are laid out for the following year. The Health and
Safety Committee at each facility meets each month, and these meetings
are attended by labor union representatives. A health and safety officer
and a traffic safety officer are assigned at each workplace to ensure theeffectiveness of day-to-day safety activities.
Globally, each facility applies the PDCA cycle. Twice a year, remote meetings
with all global Nissan facilities are held to share information and discuss key
issues. Regional managers for employee health and safety 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 aneffort to prevent the recurrence of similar accidents.
Many facilities both in Japan and globally have introduced occupational
health and safety management systems including the OHSAS 18001*2, andat the same time compliance with the new standard ISO 45001*3 is also
progressing at these facilities. These efforts create a strong structure for
ensuring the implementation of employee health and safety activities.
*1 In fiscal 2020 and fiscal 2021, the group meeting was suspended to prevent the spread of
COVID-19 infection.
*2 OHSAS 18001: An internationally recognized standard for occupational health and safety
management systems. Certification can be obtained from a third-party accrediting body.
*3 ISO 45001: Another internationally recognized standard for occupational health and safety
management systems that replaces OHSAS 18001.

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Contents
Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Employeesʼ Health and Safety Achievements
Employee Safety Initiatives
Global Standardization of Occupational Safety
Standards
It is essential to create a workplace that takes into consideration the healthand safety of each individual in order for employees to reach their fullpotential.
Nissan has introduced its own safety and fire risk management diagnostic
method to proactively identify potential occupational accident risks in theworkplace and is taking measures to address them. Since 2010, we havebeen globally standardizing metrics related to occupational safety and aremonitoring the status of workplaces around the world.

Creating Safe Workplaces
Two tools developed internally by Nissan to identify the risks associated withwork accidents at all sites in Japan and overseas are the Safety Evaluation
System (SES), and to identify the risks of fire accidents, the Fire-Prevention
Evaluation System (F-PES). They call for workplace patrols in accordancewith established evaluation standards to identify potential dangers and firerisks. The use of these has been effective in achieving these aims.
Since 2011, we have continued to systematically carry out Kiken Yochi
Training (KYT) ̶ literally “risk-prediction training” ̶ at plants in Japan toraise awareness among individual workers of the risk of accidents andthereby help prevent their occurrence. This training instills an awareness ofdanger among workers, thus reducing the risk of their becoming involved in

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

work accidents.
In addition, rather than implementing measures after an accident occurs,
we introduced risk assessment as a means of identifying potential hazards
or harms in the workplace to reduce or eliminate them. This practice hastaken root in all workplaces, where it is continuously and systematically
implemented on equipment and operations in the workplace.
We have established global common standards for reporting on work
accidents or outbreaks of fire that occur in any of the production sites. The
person in charge where the accident or fire occurred must report without
delay to Nissan Motor Co., Ltd. (NML). NML will dispatch information andmeasures as well as instructions to each company site, compiled based on
the report. This helps prevent similar disasters or accidents. Despite these
efforts, regrettably, an accident occurred at Nissan Kyushu resulting in thedeath of an employee. Nissan investigates the causes of all accidents, fatal
or otherwise, and implements thorough measures to prevent recurrence atall plants.
Nissan has adopted the occupational accident frequency rate (FR1)*1 andsevere accident count (GUR)*2 indicators for the purpose of comprehensive
monitoring of occupational accidents, and manages the progress of each.
We have set the goal of continuously achieving an occupational accident
frequency rate below the previous year's results for the entire company, andaim to reduce the number of fatal accidents to zero.
*1 Occupational accident frequency rate (FR1: Frequency Rate 1): Frequency rate of accidents
with predefined symptoms (Number of accidents with predefined symptoms) x 1,000,000/
total working hours x 1.1*2 Severe Accident Count (GUR): Fatal accidents (G: Grave), accidents resulting in residual
disability (U: Unrecoverable), number of serious injuries with no aftereffects but withpredefined symptoms (R: Recoverable but serious)

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Contents

Corporate direction

Social Policies
and Philosophy

Human Rights

Environmental

Traffic Safety

Diversityand Inclusion

Social
Product Safety
and Quality

Occupational Accident Frequency Rate and Serious Accident
Count (Global)(Incidents)

60
50

1.5

1.18

30
20

1.2

0.98

40

0.9

51

0.6

39

0.3

10
0

2020
Severe Accident Count (GUR)

2021

(FY)

0

Occupational Accident Frequency Rate (FR1)

Fiscal 2021 data is until January.

Improved Production Line Environment
Nissan seeks to fulfill its mission of engaging in “human-friendly production”
by continuously improving the workplace environment at its manufacturing
facilities worldwide. At workplaces with high summer temperatures, forexample, the physical burden on employees is heavy and there is the riskof suffering from heatstroke. We have installed internal cold-air ducts andensured there are set breaks to drink water, particularly in locations withconsiderable workloads. Constant improvements are being made to allow
employees to work in a comfortable environment.

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Countermeasures against COVID-19
In response to COVID-19, Nissan formulated the global guidelines for
COVID-19 countermeasures. Our basic approach has been to formulate
and implement COVID-19 countermeasures that protect employees andtheir families from infection with preventative measures aimed at avoiding
the spread of COVID-19 infections both within the company and in wider
society. These efforts have been implemented uniformly at all global
sites, with implementation status shared in an effort to promote thesecountermeasures.
We promote diet, sleep and exercise as the basis for boosting immunity tominimize COVID-19 infections. We are also taking measures that include
working from home, encouraging staggered work hours and providing
masks. The rules for employees are to check their health condition at home
before going to work, and if the employee is not feeling well, they should stayat home or thoroughly monitor their temperature, frequently disinfect andwear a mask while in the workplace. Masks are provided to employees at allsites. In some areas, Nissan distributes COVID-19 Family kits, which containmasks and disinfectants, to support employees as well as their families. In
addition, we are proactively vaccinating in the workplace as an effective
measure to prevent infections and reduce the severity of symptoms.
At the same time, in terms of internal measures, we ensure physical distanceis maintained in all areas, including between desks and in meeting rooms,
and if physical distance cannot be maintained, partitions are installed
to prevent droplet infection. We also thoroughly disinfect furniture andshared office equipment, as well as disinfect meeting rooms before andafter use. Company employee cafeterias are considered to be the placewith the highest risk of infection from droplets or human contact thus
countermeasures are under way at all work sites.

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Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Employee Health Promotion and Management
Basic Approach
Mental and physical health are essential for creating workplaces where
employees can work with vitality and lead healthy lives with their families
also after retiring from Nissan.
Nissan considers the health and safety of employees to be not only an issue
for individuals but also an important issue for Nissan to survive as a company
that continues to contribute to society. In the Basic Policy on Health and
Safety, we make the Health Declaration: “Health and Safety is a core value
and the highest priority at Nissan.” We are thus working on the realizationof health and productivity management, in which we consider the health of
our employees from a management perspective and implement measures
strategically and honestly.

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Nissanʼs Health and Productivity ManagementWork
productivity

Contribution forsociety
Better individual
performance
MentalhealthImprovement of brandvalue & performance

PhysicalhealthDiet / Sleep /Exercise / Non-smoking /Stress tolerance

Vibrant andfulfilling
workplace

Bettercorporate
performance
New workstyle
Promoting health
Improving working
cultureMaintain work
environment

Org ani z at i o nal C ap ab i l i t y

In Japan, as soon as we know an employee has taken a PCR test, we
disinfect the workplace, identify who the employee has been in contact
with and ask the employee to wait at home for test results among efforts tothoroughly prevent the spread of COVID-19 infections within the company
and throughout society. Additionally, we installed CO2 monitors andcirculators on production lines and in employee break rooms to enhance
ventilation measures among efforts to strengthen countermeasures basedon market trends.
Going forward, Nissan will maintain efforts to strengthen countermeasuresprotecting employees, their families and society.

Supply Chain
Management

Ind i vi d u al C ap ab i l i t yContents

Risk
management

Diversity
Physically and psychologically safe and healthy workplace
Shared core value

Health and safety is our core value and top priority

Organizational Structure for Health Promotion
Nissan's health promotion activities are carried out to promote the physicaland mental health of employees in cooperation with the Nissan Health
Insurance Association (Workplace Health Promotion Center), Tokio Marine& Nichido Medical Service Co., Ltd., the Health and Safety Departments ofboth headquarters and related departments at each site, and other medical
professionals.

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Social Policies
and Philosophy

Corporate direction
Human Rights

HR Department,
local HR
DDO

Diversity
Development Office

Diversityand Inclusion

Social
Product Safety
and Quality

Nissan Motor Co., Ltd.

Nissan Health Insurance Association

Executive

Chairman

Coordinate

HR Division
Safety & HealthAdministration
Department
Chief Industrial
DoctorCoordinate

Tokio Marine &Nichido Medical Service

Traffic Safety

EAP

Employee Assistance Program

HealthPromotion
Offices

Business
Departments

GovernanceSupply Chain
Management

Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Companywide medium-term business plan eﬀorts

Health Management Strategy Map
Health investment efficacy
HealthissuesHealthinvestments

Indicators
regardinghealthinvestment
implementation
efforts

Indicatorson employee
awarenessand behavioral
changes

Indicators on
health-related
targets

Management
issues toresolve withhealthmanagement

・ Health surveys

Coordinate

Sustainability
Development
Department

Environmental

Local Health and Safety
Administration
Industrial Doctor
Local Health and Safety
Promotion Center(In-site clinic)
Affiliate companies

Approaches to Health Issues
Under the health promotion organization in Japan, we visualize the healthstatus of employees through data, and based on the data we analyze andpredict the risk of disease, then implement health promotion activities andindividual improvement programs. In order to engage in more effective
efforts, we create a health management strategy map to visualize company
health issues and promote companywide efforts, while also creating strategy
maps for each site to conduct health promotion activities incorporating
regional characteristics and conditions at each site. We also hold regularmeetings on health management to strengthen the implementation of healthpromotion efforts.

Physical /mentalexhaustion
causing
more
employees
to taketime off

Healthinvestment
outcome indicators

Implement
activities
based onhealthmanagement
promotion

・ Event

participation
rates

Create healthy
Insufficientpeoplemechanism
for increasing
healthawareness

・ Follow-up

on results ofhealth checks

・ Improved activity

rate based on
results of stresschecks, etc.

・ Improvements

in diet, sleep andexercise・ Increase numberof thoroughmedical exams

・ Increased

satisfaction due toexpansion ofwork-life balance
support・ Implement survey

・ Improve work

engagement*1
・ Improve healthliteracy*2

Realize
corporate
purpose・ Reduce

presenteeism*3
・ Reduce

absenteeism*4

after workplace
improvement
activities, etc.

Realizationof a company
where each
person canworkenergetically

Leveraging the best characteristics of eachsite so the entire company can work as one

Promoting health activities based on strategic maps at each site
＊1 Work Engagement＊2 Health Literacy

A positive and fulfilling psychological state related to work, meeting the following three criteria:“Work makes me feel energetic and alive”(vitality)“I am proud and feel my work is rewarding”(enthusiasm)“I am enthusiastic about my work”(devoted)

The power to determine one's health by making decisions based on health information, defined
as follows:

・Knowledge, motivation and ability to obtain, understand, evaluate and utilize health information
・Judgment and decision-making regarding healthcare, disease prevention and health promotion

in everyday life

・Maintaining and improving quality of life throughout one’s lifetime＊3 Presenteeism

Despite being in poor health, employees come to work and efficiency suffers as a result.

＊4 Absenteeism

Chronic leave-taking or absence from the workplace due to poor mental or physical health thatprevents work from getting done.

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Social Policies
and Philosophy

Corporate direction
Human Rights

Environmental

Traffic Safety

Diversityand Inclusion

Social
Product Safety
and Quality

Solid Efforts toward Physical Healthcare
In Japan, Nissan is focusing efforts on the following physical healthcare
initiatives:
Prevention of illness* Health promotion activities targeting COVID-19* Health literacy improvement activities
・ Introduction and utilization of the health application “PEP-UP ”
・ Approach to exercise, sleep and diet・ Smoking cessation activities
Early detection of illness* Enhancement of healthcare guidance based on the results of regular
health examinations
・ Specific healthcare guidance・ Health promotion activities for under 40-year-olds* Thorough promotion of detailed medical exams* High-risk approach in line with business-site specific issues in medical
examination results
Treatment of illness* Enhancement of balanced support

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

In terms of weight loss measures, with the rapid rise in working from homeamong other lifestyles, weight gain from lack of exercise is the biggest
contributing factor, thus we are promoting activities aimed at increasing
the level of physical activity throughout the company leveraging thecharacteristics of each site.
Company-wide and facility-specificwalking rally events

Online exercise video streaming

Onsite exercise lessons

Due to the protracted nature of the COVID-19 pandemic, Nissan will steadily
continue efforts supporting weight loss. We will also continue the steady
implementation of physical health care, including preventing illness througha heightened awareness of health, while reducing the number of employees
taking leave by strengthening efforts toward the early detection of illnesses
through medical examinations and treatments supporting a work-lifebalance. In this way, we will realize workplaces where all employees can workwith enthusiasm.

Due to lifestyle changes caused by COVID-19, weight gain became
noticeable in fiscal 2020 medical examination data. In order to prevent anincrease in lifestyle-related diseases over time, since fiscal 2021 we havecontinuously promoted “Lose Your COVID Weight” efforts companywide.
Lose Your COVID WeightGoal

FY2021Results

Reduce number of people witha BMI of 25 or higher

2.5% reduction

1.0％ reduction

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Social Policies
and Philosophy

Corporate direction
Human Rights

Environmental

Traffic Safety

Diversityand Inclusion

Social
Product Safety
and Quality

Comprehensive Mental Healthcare
Mental healthcare in Japan includes the following features:
Achieve the “Four Types of Care” and “Primary, Secondary, and Tertiary
Prevention” within the EAP* Enhancement of “self-care” through implementation of stress checks* Promotion of “line care,” workplace climate improvement activities based on
the results of in-house questionnaires* Introduction of stratified “zone care”* Comprehensive reinstatement support program* Enhanced prevention of recurrence through in-house rework facility

GovernanceSupply Chain
Management

Human Resource
Development

Labor Practices

Employees' Healthand Safety

Community
Engagement

For many years, Nissan has been proactively working on line care, which
is an improvement in workplace culture, by analyzing stress levels throughusing in-house questionnaires.
In promoting improvement activities, the point is for superiors (managers,
supervisors) to acknowledge the results of their own organizational analysis
and motivate activities according to the results.
Accordingly, in recent years, Nissan has been expanding improvement
activities by holding organizational analysis result report meetings in as small
a format as possible.

Organization analysis result debriefing sessions(Sessions)120* EAP：Employee Assistance Program

Data / Index

108

100

Four Types of Care
Self-care by
employees

Training / learning

Not to get ill

CounselingStress check

Secondary
Prevention

Training / learning

Likely to get ill

CounselingStress check

DiseaseTertiary
Reinstatement
management /Prevention
program
Reinstatement /RelapseWork rehabilitation
After getting ill
prevention

Zone careby HR
and H&S

Professionals
and medicalorganizations

60
40

49
22

22

2017

2018

20

・Stress check report・Workplace consultation
・Managers meeting
・Study session
・Hotline experience・Supervisor zone care

3 Level Prevention

Early
detection/ Treatment

Primary
Prevention

Workplace culture improvement

Diseaseprevention /Healthimprovement

Line care bymanagers &supervisors

76

80

0

2019

2020

2021

(FY)

Amid close examination of organizational analyses and the promotion ofactivities, recent mental health leave numbers and the stratified analysis ofstress levels reveal a remarkable need for care among some employees.
Nissan calls this “zone care” and in fiscal 2021, implemented the following:・ Hotline experience for new graduate and mid-career hires

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Social Policies
and Philosophy

Corporate direction
Human Rights

Environmental

Traffic Safety

Diversityand Inclusion

Social
Product Safety
and Quality

・ Youth round-tables, sessions
・ Round-tables and coaching activities as a supervisor zone care

Nissan will expand zone care, further enhance self-care and line care,
reduce mental illness and leaves of absence, and strive to create workplaces
where all people can work energetically.

In addition to self-care and line care (vertical axis), we will work on improving
mental health along the horizontal axis as zone care

Zone care
ExamplesSupervisor

Supervisors,
Seniormanagers, etc.

Axis of workplace
improvements up
to now

Care based on the creation of opportunities
for horizontal cooperation and empathy,
where feelings can be expressed in the same
position and environment.

Subordinates

Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Social Evaluation of Health Promotion Activities

・ Online sessions for indirect employeesLine care

Supply Chain
Management

Governance

In Japan, Nissan positioned the excellent healthmanagement corporation certification system of
the Ministry of Economy, Trade and Industry as ourhealth management system, and we have beenpromoting health improvement activities accordingly.
As a result, Nissan has been certified as an excellent
health management corporation since 2019.
In 2022, the Japan Sports Agency certified Nissan
as a Sports Yell Company actively engaged in sports
to improve the health of employees.
Nissan will continue to pursue health andproductivity management to create a workplace
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 activationof the organization and lead to Nissan's growth andcontributions to society.

ExamplesSelf-care

New employees(within first 3
years), female
direct workers,
instructors, etc.

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Contents
Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Community Engagement
Community Engagement Policies andPhilosophy
In addition to delivering innovative, exciting vehicles and outstanding
services to customers worldwide, Nissan believes it is important to play anactive role as a community member, applying its special characteristics tocontribute further to society.
When a company provides a range of resources to communities, supporting
their development and proactively tackling issues, it is, in part, fulfilling its
social responsibility as a good corporate citizen. Such actions also benefit
the companyʼs own operations, fostering a better business environment andcreating new markets that can grow sustainably.
We work with a variety of stakeholders, both governmental andnongovernmental, pooling our respective strengths to address increasingly
complex social issues. In line with Nissanʼs corporate social contribution
policies, regional offices and affiliates work on initiatives that address issues
relevant to their operations and the communities in which they operate.

Nissanʼs Approach to Community Engagement
We reviewed our policies for social
contribution activities in 2017,
deciding to push forward withactivities focused on the three areasof zero emissions, zero fatalities andzero inequality. In addition to zero
emissions and zero fatalities, areas
where any automotive manufacturer
should make sincere efforts, we arepromoting zero inequality (in otherwords, diversity and inclusion) as animportant corporate value with the aim of realizing a cleaner, safer, and more
inclusive society where everyone is given equal opportunities. We will not
only provide financial assistance for activities in these areas but also ensurethat those activities are “distinctly Nissan,” making full use of our automotive
heritage, expertise, products, and facilities.
We emphasize communicating and working with specialized NPOs andNGOs that have extensive expertise in their fields to ensure that their social
contributions are effective. We actively support the involvement of ouremployees in social contribution activities.

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Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Community Engagement Management
Nissanʼs production sites have expanded globally, increasing the companyʼsengagement with various communities through its businesses. Nissan
is active in promoting social contribution activities and recognizes that
contributing to the development of communities by sharing its own
management resources also enhances the business environment andpromotes market growth. In such activities, policies are decided at the global
level and implemented in each region.
We developed a wide range of activities to meet the needs of regions
centered on the three focus areas of zero emissions, zero fatalities, and zeroinequality that were set forth in the policy revision of 2017.

Company Organization for Community Engagement
Nissanʼs corporate social contribution policies are discussed and approvedby the Global Sustainability Steering Committee* and shared globally. These
corporate policies provide the basis on which initiatives are implemented
across each country and region.
* Click here for more information on the Global Sustainability Steering Committee.
>>> P019

Three Focus Areas for Nissanʼs Social Contributions Program
Zero Emissions
Nissanʼs environmental philosophy is “a Symbiosis of People, Vehicles, andNature.” We actively engage in efforts to reduce the environmental burden

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagementon the planet and prioritize the environment in our social contribution
activities. Central to our approach are educational programs that cultivate
a deeper understanding of environmental issues toward achieving adecarbonized society.
Since 2017, we have expanded our partnerships with international
environmental protection organizations. We supported climate change
education and awareness with the environmental conservation organization
WWF Japan through sponsorship of its environmental awareness campaign
called Earth Hour 2022.
Zero Fatalities
In addition to making vehicles safer through autonomous driving technology,
we also promote traffic safety through activities to raise the safety
awareness of drivers and pedestrians and to protect the socially vulnerable,
including children and senior citizens.
Zero Inequality
We embrace diversity as a management strategy in recognition of its crucialrole in boosting corporate competitiveness. Nissanʼs social contribution
activities share this awareness and are aimed at mitigating poverty, providing
assistance to the financially and socially disadvantaged, and sending
emergency relief to disaster-stricken communities. In 2021, we continued
our partnership with the NGO Care International Japan and have worked
closely to expand our educational program in Thailand, in addition to existing
humanitarian efforts in collaboration with Habitat for Humanity.
* Click here for more information on diversity & inclusion.
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Contents
Social Policies
and Philosophy

Corporate direction
Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Nissan as a Community Member
We aspire to be a good corporate citizen that people are glad to havein their community. As such, we strive to be a valuable member of andactive contributor to local communities wherever we operate. We support
communities in a variety of ways, such as by assisting with local events,
sponsoring neighborhood cleanups and other environment-improvement
activities near Nissan facilities, and opening those facilities to public tours.
Many employees actively participate as volunteers.
We engage in activities during ordinary times and also contribute toresolving social issues by supporting local communities during the natural
disasters and pandemics that occur with frequency around the world.

Contributing to Local Communities:
Achievements
Social Contribution Achievements in Fiscal 2021
Global social contributions (Fiscal 2021): ￥2.27 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

Supply Chain
Management

Governance
Human Resource
Development

Data / Index
Employees' Healthand Safety

Labor Practices

Community
Engagement

Breakdown of Fiscal 2021 Global Social Contributions
Philanthropic
activities

Monetary
donationsIn-kind donations(cash equivalent)

Sponsorships,
etc.

Total

Amount(¥ million)

739

1,112

230

191

2,272

% of total

32.5

49.0

10.1

8.4

100

Donations fordisaster relief

Disaster

Contribution in FY2021

Emergency aid to Henan
Province (especially
Zhengzhou area) to support
their flood relief andrecovery efforts (China)• Nissan Motor Co., Ltd., Nissan (China)
Investment Co., Ltd. and Dongfeng MotorCo., Ltd. have donated a total of 19.5
million RMB to Red Cross Society of
China Zhengzhou and provided rescue
vehicles and equipment.

Nissan lights up
communities affected by
Typhoon Rai with the LEAF
(Philippines)• Nissan used the LEAFʼs vehicle-toload (V2L) technology together with
Power Mover units for power outages
due to disasters and helped distressed
communities in Cebu and Tacloban.
• Nissan Philippines has collaborated withthe local Navara car club, the Navara
Nation, to distribute essential relief goods
to communities that were affected by thetyphoon.

Support for flood victims in
Sukhothai, Chaiyaphum andLopburi provinces (Thailand)• A Nissan Care For You caravan wasformed together with the media, Nissancustomers and Nissan executives toprovide 9,000 bottles of drinking water,
5,000 masks, canned food and otherdaily necessities to flood victims in the
Sukhothai, Chaiyaphum, and Lopburi
provinces.

＜Other Emergency Humanitarian Assistance ＞

Assistance for the humanitarian crisis in Ukraine: Donation of 1 million euros
to non-profit organizations the Red Cross and Japan Platform.

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Contents

Corporate direction

Social Policies
and Philosophy

Human Rights

Traffic Safety

Environmental
Diversityand Inclusion

Social
Product Safety
and Quality

Supply Chain
Management

Governance
Human Resource
Development

Data / Index

Labor Practices

Employees' Healthand Safety

Community
Engagement

Social Contribution Achievements
In 2021, the future remained uncertain due to the COVID-19 pandemic
and many social contribution activities had to be cancelled or postponed.
Nissan wanted to continue its support for environmental and social issues
even in the face of the prolonged COVID-19 pandemic, so it conductedenvironmental education and leadership development activities for children
in various countries using online and other means.
Area

Zero Emissions

Zero Fatalities

Zero Inequality

Nissan as a Community
MemberHere are some representative activities in each field.
Please click below for further information on the social contribution activities
we have conducted around the world.
https://www.nissan-global.com/EN/SUSTAINABILITY/SOCIAL/CITIZENSHIP/

Examples of Activities

RegionSchool-visit program for environmental education: Nissan Waku-Waku Eco School

Japan, U.K. andChina

Sponsorship for an Environmental Awareness Campaign of World Wide Fund for
Nature Japan (WWF Japan) and Activities in Around the World

Japan, China,
South America andCanadaSupport for The Nature Conservancy's Tennessee Forest Health Program

U.S.

Traffic Safety Awareness Campaign: Hello Safety Campaign

Japan

Support for driving school

U.S.

Leadership development program for teenagers in cooperation with CARE
International Japan

ThailandInternational Cooperation Through Walking: Sponsorship of Walk in Her Shoes 2021

Japan

Conveying the Magic of Monozukuri : Nissan Monozukuri Caravan and Nissan Design
Waku-Waku StudioJapan

Educational Support for Children and Youth: Nissan Dream Classroom

China

Providing Educational Opportunities to Children: Nissan Skills Foundation

U.K.

Support for the Next Generation: Nissan Children's Storybook and Picture Book
Grand Prix

Japan

Partnership with Habitat for Humanity

North America

Foundation Support Activities

U.S., Australia,
Brazil and Canada

Educational Support from the Nissan Global Foundation

Japan

Effective field of view measurement systemdeveloped by the Traffic Safety Future
Creation Lab

Students in Thailand learning smart farming by
taking applying STEM education

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Contents

Corporate direction

Environmental

SocialGovernance

Data / Index

Governance
Governance Policies and Philosophy ……… 165
Corporate Governance ……………………… 166
Risk Management ……………………………… 179
Compliance ……………………………………… 182

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Corporate direction

Governance Policies and Philosophy

Environmental

SocialCorporate Governance

GovernanceRisk Management

Data / Index
Compliance

Governance Policies and Philosophy
Recent changes in the external environment such as semi-conductor
shortage, supply chain disruptions, and raw material price hikes, whichwere triggered by multiple factors including COVID-19 variants, as well as
geopolitical risks such as the friction between the U.S.A. and China and thesituations in Ukraine have a major impact on all industries and over the world.
As such, the risks that companies face are becoming ever more complex andrequire finely tuned management.
In order to create unique and innovative automotive products and services,and deliver superior measurable value to all stakeholders, Nissan will
enrich peopleʼs lives as a company that is trusted by society, and address
improvement of corporate governance*1 as one of its most prioritizedmanagerial tasks. In addition to addressing risks and opportunities
associated with climate change, we will conduct our business whileconsidering societyʼs expectations and our social responsibilities anddevote ourselves to the development of a sustainable society by aiming forsustainable growth of our business.
To be a sustainable company, Nissan must display a high level of ethics andtransparency, as well as a strong foundation for the organization. It is also
expected that we will actively disclose our initiatives to this end. We haveextensive global operations with numerous stakeholders around the world.
It is essential that we continue to earn their trust while ensuring the highethical standards and compliance of all employees. In 2001, we establishedthe Global Code of Conduct*2, which is rigorously followed by Group
companies around the world.

*1 Click here for more information on the Corporate Governance Guidelines.
https://www.nissan-global.com/EN/SUSTAINABILITY/GOVERNANCE/ASSETS/PDF/
Guidelines_EN.pdf*2 Click here for more information on the Global Code of Conduct.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/NISSAN_
GCC_E.pdf

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Corporate direction

Governance Policies and Philosophy

Environmental
Corporate GovernanceSocialGovernanceRisk Management

Data / Index
ComplianceCorporate GovernanceCorporate Governance System in Detail
Nissan has caused inconvenience and concern to its stakeholders due to the
misconduct by the former management that occurred in 2018. We recognizethat this was caused by an excessive concentration of authority and a lack oftransparency in governance, and we are working to prevent a recurrence byraising awareness within the Company and improving governance to ensurethat this will not recur.
In December 2018, we established the “Special Committee for Improving
Governance”, which consists of three independent outside directors andfour independent third-party committee members. In June 2019, in line withthe recommendations of the committee, we transitioned from a “company
with auditors” to a “company with three statutory committees”. This clearly
separates execution, supervision, and auditing. It ensures transparency
in decision-making, prompt and flexible business execution, and theeffectiveness of internal control, compliance, and risk management systems.
The Board of Directors has a majority of outside directors to reflect diverse
viewpoints in management and to further strengthen the supervisory
function. The Board of Directors has established three committees:
the Nominating Committee, which decides on candidates for director
positions; the Compensation Committee, which sets compensation for
directors and executive officers; and the Audit Committee, which audits thebusiness execution of directors, executive officers, and those with similar
responsibilities. Outside directors make up the majority of each committee,
with the Compensation Committee in particular comprised only of outside
directors. Officers and employees, including executive officers, will sincerely
respond to this supervision, oversight and auditing by the Board of Directors

and other corporate bodies. Furthermore, we announce clear managementtargets and policies to all stakeholders and disclose our performance
promptly with a high degree of transparency. We have established a
corporate governance system that maintains management transparency.
The system allows us to implement various monitoring systems, as well as toassess and manage risks that could prevent us from achieving our businessgoals.
Corporate governance is an important fundamental for Nissan, and we willcontinuously strengthen our global management system together with ouroverseas bases. More importantly, in order to make it effective, we also workon awareness-raising for employees and business partners to ensure that it
permeates throughout the organization. Under our long-term vision Nissan
Ambition 2030, we aim to transform Nissan into a sustainable company thatis truly needed by its customers and society, by expanding the opportunities
of mobility and society while delivering exciting electrified vehicles andtechnological innovations. We are committed to regaining the trust of our
stakeholders by changing our corporate culture, acting with transparency
and an attitude of respect and deference, from executives to employees.
* Click here for more information on the Nissan Corporate Governance Overview.
https://www.nissan-global.com/EN/SUSTAINABILITY/GOVERNANCE/ASSETS/PDF/
Overview_EN.pdf* Click here for more information on the Corporate Governance Guidelines.
https://www.nissan-global.com/EN/SUSTAINABILITY/GOVERNANCE/ASSETS/PDF/
Guidelines_EN.pdf* Click here for more information on governance data.
>>> P223

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Contents

Corporate direction

Environmental

Governance Policies and Philosophy

Corporate GovernanceSocialGovernanceRisk Management

Data / Index
Compliance

Strengthening Corporate Governance System

Board of Directorsʼ System

Nissan transitioned to a three statutory-committee format, establishingnomination, compensation, and audit committees, and is working tostrengthen governance under the following points.

The Board of Directors, led by independent outside directors, decides basic
management policies by taking a variety of perspectives into account andplays the role of supervising the execution of duties by executive directors
and other officers. A majority (seven) of the 12 members are independent
outside directors, including the Chairman of the Board, creating anenvironment driven by independent outside directors. Each director has
diversity in terms of nationality, gender, specialization or other traits, andNissan aims to realize lively discussions and swift decision-making throughtheir inclusion.

New System Key Points(1) Separation of management and supervisory functions(2) Independence of Board of Directors(3) Transparency of decision-making process(4) Speedy and flexible business execution

Role of The Board of Directors
General Shareholders Meeting

Roles of the Board of Directors
・ The Board of Directors has primary

Responsible

SUPERVISING ROLE

Board of Directors
Nomination
Committee

Compensation
Committee

Audit
Committee

responsibility to shareholders for the welfareof the company.
・ The Board of Directors, led by the independent
outside directors, decides the basic directionof management by taking a variety ofperspectives into account and plays the role ofsupervising 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

EXECUTING ROLE

Executive Officers

・ Appointment of board chair andAppointment /dismissal

Execute or delegate
Perform & report

Corporate officers and other employees

representative executive officers

・ Appointment / dismissal of executive

officers

・ Appointment / dismissal of committee

chair and committee members

Finance・ Financial statement
・ Dividends

Others・ Basic policy for internal control

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Contents

Corporate direction

Environmental

Governance Policies and Philosophy

SocialCorporate Governance

Governance

Data / Index

Risk Management

Compliance

Board of Director Skills Matrix
The Board of Director Skills Matrix was updated in April 2022 as follows.
“Governance” “CSR” : Integrated as “ESG” (aiming sustainable business operations by associating E / S / G)
Digital Transformation “DX” : newly added (aiming business operations including CASE*)*CASE: C = Connected, A = Autonomous, S = Sharing services, E = Electrification
GlobalManagement

Automobile
Industry

Government

1

Yasushi Kimura○

2Jean-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○○

Legal / Risk
Management

Finance /Accounting

ESG

Products /Technology

Sales /
Marketing

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○

○
○

○

○

○

DigitalTransformations

○

○

○

○
○

○
○

○
○

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Corporate direction

Governance Policies and Philosophy

Environmental
Corporate GovernanceSocialGovernanceRisk Management

Data / Index
Compliance

Status of Board of Directorsʼ Activities
The Board of Directors resolves important matters related to Groupmanagement based on laws and regulations of the Board of Directors
itself, including drafting proposals for the General Meeting of Shareholders,selecting members for each committee, preparing quarterly and full-year
financial statements and formulating business plans and product strategies.
In the fiscal year under review, agenda item submitted to the Board of
Directors included the following.
● Business execution status update and progress report on the NissanNEXT transformation plan
● Formulation of long-term vision Nissan Ambition 2030
● Activity report on internal control and risk management● Revisions to the Corporate Governance Code
● Proposals for transitioning to a new market segment on the TSE, etc.
Additionally, to enhance Board of Director discussions, regular meetings withoutside 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. Examples include executive business briefings,
site inspections, sustainability and D&I initiatives and governance lectures.
In the fiscal year under review, two meetings were held between
independent outside directors and accounting auditors on economic security,
market perspectives on ESG and electrification, and new data security
legislation.
* Click here for more information on each member of the Board of Directors.
https://www.nissan-global.com/EN/COMPANY/PROFILE/EXECUTIVE/* Click here for more information on the Board of Directorsʼ activities in fiscal 2021.
>>> P223

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Contents

Corporate direction

Environmental

Governance Policies and Philosophy

SocialCorporate Governance

Board of Director Member Responsibilities and Duties
Independent outside director

Yasushi Kimura

Jean-Dominique Senard

Independent
outside director
Chair of the Boardof Directors

Director

Independent outside director

Vice-Chair of theBoard of Directors

Lead independent outside
director
Chair of Nomination
Committee

Nomination

Nomination
Nomination
Director sinceApr 2019

Director sinceJune 2019

Keiko Ihara

Independent
outside director

Chair ofCompensation
Committee

Chair of Audit
Committee
Nomination

Nomination* For reasons behind the selection of Board of Director members, please refer to pages 12-15 of
the Corporate Governance Report.
https://www.nissan-global.com/EN/SUSTAINABILITY/GOVERNANCE/ASSETS/PDF/g_report.
pdf

Audit
Director sinceJun 2018

Independent
outside director

Audit
Director sinceJun 2019

Compensation
Director sinceJun 2019

Pierre Fleuriot

Jenifer Rogers

Independent
outside director*For Board of Director member personal histories, please refer to pages 19–25 of the Corporate
Governance Overview (Version 3: Updated in December 2021)
https://www.nissan-global.com/EN/SUSTAINABILITY/GOVERNANCE/ASSETS/PDF/
Overview_EN.pdf

Compensation

Compensation

Andrew House

Compliance

Bernard Delmas

Motoo Nagai
Independent
outside director

Director sinceJun 2018

Risk Management

Data / Index

Masakazu Toyoda

Director

Audit

GovernanceIndependent
outside director

Director

Compensation
Nomination
Director sinceJun 2019

Makoto Uchida

Audit

Audit

Director sinceJun 2019

Director sinceFeb 2020

Ashwani Gupta

Hideyuki Sakamoto

Director

Director

Director

Representative
Executive Officer,
President andChief Executive
Officer

Representative
Executive Officer,
Chief Operating
Officer

Executive Officer,
Executive Vice
President

Director sinceFeb 2020

Director sinceFeb 2020

Director sinceFeb 2020

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Contents

Corporate direction

Governance Policies and Philosophy

Environmental
Corporate Governance

Board Features
Highly independent representation in Board andcommittee composition
・All chairs of the Board of Directors and three committees

are independent outside directors.

Board of Directors
・Majority of Board of Directors (7 out of 12) are

independent outside directors

Committee
・Nomination Committee :Majority (5 out of 6) are independent outside directors

・Compensation Committee :All (4 out of 4) are independent outside directors

・Audit Committee :Majority (4 out of 5) are independent outside directors

SocialGovernance

Data / Index

Risk Management

ComplianceDirector Independence Standards
Diversity of nationality
and gender

Nationality

5 Nationalities
Gender17%
FemaleFemale2
Male 10

To ensure highly independent representation on the Board of Directors, Nissan strictly defines
the qualification of independent directors. They must not fall into any of the following categories:

Prohibited categories
1

Executive or employee of Nissan (within last 10 years)

2

Major shareholder of Nissan (within last 5 years)

3

Director, corporate auditor, statutory accounting advisor or executive of acompany of which Nissan is a major shareholder

4

Major business partner of Nissan

5
6
7
8
9
10

Executive of an organization that received a significant amount of donations andcontributions from Nissan
Director, corporate auditor, statutory accounting advisor or executive of acompany that has a director who was seconded from Nissan
Major creditor of Nissan
Certified public accountant or tax attorney appointed as statutory
accounting auditor / advisor of Nissan
Attorney, certified public accountant, tax attorney or any other type of
consultant who has received significant business from Nissan
Member, partner or any other executive of an accounting firm, tax firm, or
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)

13

Person who may otherwise consistently have substantial conflicts ofinterest 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/EN/SUSTAINABILITY/GOVERNANCE/ASSETS/PDF/Standards_
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Corporate direction

Governance Policies and Philosophy

Environmental
Corporate GovernanceNomination Committee System and Authority
AUTHORITY / ROLERESOLUTION ITEMS・To determine the content of the General・Proposal of election / dismissal of

Shareholders Meeting agenda concerning
the appointment and dismissal of
directors as provided for in the Corporate
Law
・To determine the content of the Board of
Directorsʼ meeting agenda concerning
the appointment and dismissal of therepresentative executive officer
・To formulate an appropriate succession
plan regarding the president and CEO
and review it at least once a year

director candidates
・Proposal of election / dismissal of
representative executive officer
・Succession plan for CEO
・Proposal of appointment / dismissal of
Board of Directorsʼ chair and vice chair・Proposal of appointment / dismissal ofcommittee chair and members

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 theauthority to determine the content of the General Meeting of Shareholdersʼ
agenda concerning the appointment and dismissal of directors. In addition,
the committee has the authority to decide on the content of the Boardof Directorsʼ meeting agenda concerning the appointment and dismissalof the representative executive officer and the authority to formulate an
appropriate succession plan regarding the president and chief executive
officer.

SocialGovernance

Data / Index

Risk Management

ComplianceNomination Committee: Number of meetings andparticipation rate in Fiscal 2021
● The Nomination Committee met 7 times in fiscal 2021.*● Average participation per meeting was 97.6%.
* From April 1, 2021 to March 31, 2022

Main Activities in Fiscal 2021
● Deliberated proposals for representative executive officer appointments● Deliberated proposals for director appointments / dismissals at the 123rd

Ordinary General Meeting of Shareholders● Deliberated president and chief executive officer succession plan

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Corporate direction

Governance Policies and Philosophy

Environmental
Corporate GovernanceCompensation Committee System and Authority
Authority / Role

Resolution Items

・To determine the policy of individualcompensation of the companyʼs directors

・Policies and systems regardingand executive officers and the contents
of individual compensation for directors
and executive officers
・To determine the aggregate and individual
amounts of director and representative
executive officer compensationcompensation for directors and executive
officers
・Specific amount or (in the case of noncash compensation) specific content ofcompensation for each individual director
and representative executive officer
・Specific amount or content ofcompensation for each individual
executive officer

As of March 31, 2021, all four members of the Compensation Committee
are independent outside directors (of whom two are women), including
the chair. The Compensation Committee has the statutory authority todetermine the policy of individual compensation of the companyʼs directors
and executive officers and the contents of individual compensation for
directors and executive officers.

SocialGovernance

Data / Index

Risk Management

Compliance

Compensation Committee: Number of meetings andparticipation rate in Fiscal 2021
● The Compensation Committee met 12 times in fiscal 2021.*● Average participation per meeting was 100%.
* From April 1, 2021 to March 31, 2022

Main Activities in Fiscal 2021
● Confirm a policy for compensating directors and executive officers● Select benchmark companies and discuss the level of compensation

based on the benchmark results of these companies and the results ofsurveys conducted by external compensation consultants● Determine the aggregate and individual amounts of director andexecutive officer compensation for fiscal year
● Add new performance indicators for sustainability in the performancebased cash incentives that form a part of the long-term incentive program* Please refer to the 2021 Securities Report (P59-67) for details on the performance indicatorsof the compensation program.
https://www.nissan-global.com/EN/IR/LIBRARY/FR/2021/ASSETS/PDF/fr2021.pdf* Click here for more information on the executivesʼ role and performance assessment>>> P019

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Contents

Corporate direction

Governance Policies and Philosophy

Environmental
Corporate Governance

Audit Committee System and Authority
Authority / Role

Resolution Items

・To audit (monitor and supervise)
executive officersʼ business execution
and directorsʼ performance of their duties
・To make executive officers and・Annual audit reports to be submitted to

employees / subsidiaries report on
business execution and investigate
the status of operation and financial
conditions
・To seek injunctions against illegal actsof directors, executive officers, andemployees
・To produce annual audit reports
・To select / dismiss external auditors(Appointed Audit Committee member) torepresent the company in any litigation
brought against directors / executive
officers

shareholders meeting

・Audit policy / rules and annual audit plan

/ budget of the Audit Committee

・Proposal for shareholders meeting

concerning the appointment / dismissalof external auditors
・Assignment of staff employees of Audit
Committee secretariat
・Annual audit plan, budget and HC of
Global Internal Audit Office, assignment
and evaluation to the head of Global
Internal Audit Office・Filing of litigation against directors /executive officers

As of March 31, 2022, the Audit Committee chaired by independent outside
directors consists of five directors, four of whom are independent outside
directors (of whom one is a woman). As part of audits on business execution
including the organization and operation of Nissanʼs internal control
systems, the Audit Committee receives reports from executive officers,
corporate officers, and employees on their business execution for Nissan
and its group companies, in accordance with the Audit Committeeʼs 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.

SocialGovernanceRisk Management

Data / Index
ComplianceFurthermore, the Chair attends important meetings, etc., to state his
opinions, reviews internal approval documents and other important
documents, and, when necessary, requests explanations or reports fromexecutive officers, corporate officers, and employees. The Chair shares hiscollected information with other members of the Audit Committee in a timely
manner.
The Audit Committee, in conducting its audits, cooperates with the internal
audit department and the independent auditors in an appropriate manner,
making efforts to enhance the effectiveness of “tri-parties” audit. Under
the leadership of the Audit Committee, collaboration among three parties
is contributing to the enhancement of the effectiveness of internal control
systems by sharing information on the issues pointed out by their respective
audits and the status of their remediation in a timely manner. Furthermore,
the Audit Committee supervises the internal audit department, periodicallyreceives reports from them on the progress and results of their internal
audit activities conducted in accordance with their internal audit plan and, as
necessary, gives them instructions regarding internal audit.
The Audit Committee is the contact point for whistleblowing with doubts
regarding the involvement of management such as executive officers, anddeals with whistleblowing by establishing a system where relevant executive
officers cannot know the whistleblower and the content of whistleblowing.

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Corporate direction

Governance Policies and Philosophy

Environmental
Corporate Governance

Audit Committee: Number of meetings and participation
rate in Fiscal 2021
● The Audit Committee met 15 times in fiscal 2021
● Average participation per meeting was 100%
* From April 1, 2021 to March 31, 2022

Main Activities in Fiscal 2021
● Responded to a lawsuit for damages filed by the former chairman andformer representative director respectively as the defendants, soughtliability for other serious misconduct by the former chairman andimplemented appropriate measures to recover from the damage● Created an internal control system for risk management, cybersecurity,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 independent auditor on key audit
considerations (KAM) and digital auditing initiatives● Audited by the Board of Directors to confirm auditing function
effectiveness● Visited Nissan facilities as well as major domestic and overseas
subsidiaries (2 bases and 21 companies: including virtual visits online)● 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)

SocialGovernanceRisk Management

Data / Index
Compliance

Executive Officer System
Executive officers decide on business activities which are delegated inaccordance with the resolutions of the Board of Directors and execute thebusiness of the Nissan Group.
Several conference bodies have been established to deliberate on
and discuss important corporate matters and the execution of daily
business affairs. Furthermore, in the pursuit of more efficient and flexible
management, the authority for business execution is clearly delegated asmuch as possible to corporate officers and employees. As of March 31,
2022, six executive officers (including two representative executive officers)
have been appointed.
* Click here for more information on each executive officer.
https://www.nissan-global.com/EN/COMPANY/PROFILE/EXECUTIVE/SUSTAINABILITY REPORT 2022

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Corporate direction

Governance Policies and Philosophy

Environmental
Corporate GovernanceSocialGovernanceRisk Management

Data / Index
Compliance

Basic Principles of the Internal Control System

Audit System

We aim to provide superior value to all stakeholders, consider healthy
governance the foundation for this, and are engaged in a range of activities
to achieve it. In line with this principle, and in accordance with JapanʼsCompanies Act and its related regulations, the Board of Directors has
decided on internal control systems to pursue these goals and its own
basic policy. The Board continually monitors the status of implementation
regarding these systems and the policy, making adjustments andimprovements if necessary. The internal control system that was establishedin 2007 is chaired by the CEO under the monitoring and supervision of
the Board of Directors. All executive officers, corporate officers, anddepartments, as well as group companies, cooperate closely under the CEO
to improve the internal control system.

We have adopted a system under which the outside directors, Auditing
Committee, department for internal audit, and outside accounting auditors
coordinate to improve the effectiveness of our internal control systems.
Independent outside directors lead our Board of Directors, deciding thebasic direction of management and supervising the execution of duties bydirectors, executive directors, and others with similar responsibilities. The
Audit Committee takes charge of the department for internal audit andinstructs it with regard to auditing, and the department for internal audit
shall report to the Audit Committee the status of the performance of duties
and any findings therefrom on an ongoing basis. The Audit Committee also
receives similar reports from the accounting auditors, as well as detailed
explanations on the status of the quality control of internal audits, to confirm
whether their oversight is at a suitable level.

* Please refer to the Nissan Corporate Governance Overview for details on the internal control
system (P53).
https://www.nissan-global.com/EN/SUSTAINABILITY/GOVERNANCE/ASSETS/PDF/
Overview_EN.pdf

Independent Internal Audits
The Company has the global internal audit function, as an independent group
to conduct internal auditing tasks under the Audit Committee. Regional
audit teams are in each regional headquarters, and for sales finance, and IT
and monozukuri auditing which requires a higher level of expertise, global
specialty audit leadership was set up to conduct related audits across theregions. Under the control of the Chief Internal Audit Officer, all audits arecarried out efficiently and consistently on a global basis.

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Corporate direction

Environmental

Governance Policies and Philosophy

SocialCorporate Governance

Delegation of authority (DOA) is a part of Nissanʼs decision-making rules that defines who must
be involved in important corporate decisions

Appoint / dismiss

Role of DOA

Accounting auditor

Appoint / dismiss directors

Accounting
audit report

Board of Directors
Make proposal toappoint /dismiss
representative
executive officer

Coordinate
Audit / report

Determine committee members

Makeproposal
to appoint/ dismissaccounting
auditorClarify decision-making process

Maintain and enhance management quality

DOA provides a clear framework for thedecision-making process and defines who is
responsible for the decision.

DOA improves overall management quality at
Nissan by increasing the speed and efficiency
of decision-making.

Determine compensation

Compensation Committee

Board of Directors /committee operation

Audit Committee

Delegate,
appoint / dismiss
representative executive
officers / executive officers

Board of Directors Office

Audit

Determine compensation(representative executive
officers / executive officers)

Supervise

Execution

Global Internal
Audit Office
Report/ submit

Executive Committee, executive officers
Report / propose, etc.

Scope of DOA
BOD* regulation

DOA
Function /department rule

Audit

Representative executive officer

Delegate

ReportOverall decision-making ruleNomination Committee

Compliance

Delegation of Authority Outline

General Meeting of Shareholders

Supervision

Data / Index

Risk Management

Nissanʼs Corporate Governance System
Make proposal to appoint /dismiss directors

Governance

ReportInternal Control Committee
MonitorRegional Management Committees, individual functions, Group companies

ⅰ.DOA covers only important corporate decisions.
ⅱ.Besides DOA, there are other decision-making rules such as

the business process standard document.

ⅲ.DOA also applies to Nissanʼs consolidated subsidiaries

including foreign companies except where there are special
circumstances.
ⅳ.DOA is classified as global, regional, or local DOA according to
its scope of application.
*BOD: Board of Directors

Delegation of Authority GovernanceFor the purpose of enhancing management quality as well as clarifying the process of decisionmaking, fair and transparent delegation of authority (DOA) is appropriately implemented andstrictly controlled.

01 Robustness

02 Transparency

03

04 EffectivenessAny revisions, creation and deletionare strictly controlled by the DOA
Committee, which is chaired bycorporate officers

Fairness
Aside from Proposer and Decider, theValidator, who provides expertise to a
Decider in the Validatorʼs relevant area,
is set in the DOA items

DOA defines the appropriate
individuals who must propose, validate
and decide, are disclosed in the Nissangroup employeeʼs intranet

DOA representatives and coordinators
are assigned in each function andregion for efficient operation and forenhancing global management

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Corporate direction

Governance Policies and Philosophy

Environmental
Corporate Governance

Avoidance of Conflict of Interest
In case of any transaction that involves any conflict of interest between thecompany and a director or executive officer, the Board Regulations providethat Board approval, as well as a post-facto report to the Board of important
facts associated with the transaction, are required. Given the possibilityof conflict of interest, the representative executive officer of the company
must not concurrently serve as a director, executive officer, or any otherofficer or employee of a major shareholder; Mitsubishi Motors Corporation,
which is one of the other parties of the Alliance; or any subsidiaries oraffiliates of the above. If an executive officer serves in such position at thetime of assuming the office of representative executive officer of Nissan,that officer and Nissan shall promptly take the necessary measures for theofficer to leave the other company.
Regarding the designation of Audit Committee members, the companyʼs
Corporate Governance Guidelines provide that, given the potential conflictof interest with minority shareholders, it is not desirable that the Audit
Committee should include any person who has experience serving as adirector, executive officer, or other officer or employee at a major Nissan
shareholder or a subsidiary or affiliate of same (except for a person
seconded from Nissan).
In addition, in 2019 the company established a Director Conflict of Interest
Resolution Policy which defines conflict of interest between a director andthe company, conducts annual conflict of interest questionnaires, requires
directors to report any actual, potential or perceived conflicts, and alsoestablishes procedures to resolve such conflicts. Further, the Global Conflictof Interest Code came into force in March 2022 and applies to all officers
and employees.

SocialGovernance

Data / Index

Risk Management

ComplianceThree Key Pillars of Director Conflict of Interest
Resolution Policy
Three key pillars of Director Conflict of Interest Resolution Policy
Duty to report
Mandates two affirmative
duties for directors:
ⅰ.Timely reporting ofactual and potential
conflicts;
ⅱ.Advance disclosure ofinterested transactions

Resolution
group

Resolution
procedure

Establishes the Director
Conflict Resolution
Group, comprising (of atleast) three independent
directors, led by the chairof the Audit Committee.
The chair can prevent a
director from:ⅰ.Receiving materials,
ⅱ.Presenting at any
discussion, and,ⅲ.Participating in any
vote, related to any
specific conflict ofinterest reported.

Establishes procedures toresolve director conflicts
before and during Board/ committee meetings
including:ⅰ.Maintaining a databaseof all specific conflictsof interest identified,
ⅱ.Suspending or
postponing the matterin question, and,ⅲ.Excluding the conflicted
member from themeeting* Click here for more information on the Corporate Governance Report.
https://www.nissan-global.com/EN/SUSTAINABILITY/GOVERNANCE/ASSETS/PDF/g_report.
pdf

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Corporate direction

Governance Policies and Philosophy

Environmental

SocialCorporate Governance

Governance

Data / Index

Risk Management

Compliance

Risk Management
Risk Management Systems
Our Global Risk Management Policy defines risk as “events or situations
that could prevent Nissan Group from achieving its corporate purpose,
strategies, business objectives.” Accordingly, Nissan promotes groupwide
risk management activities. Detecting risks as early as possible,
evaluating the magnitude of impact and probability of occurrence,and examining and implementing the requisite measures reduces theprobability and likelihood risk events will occur. In the event that risks
occur, we strive to minimize losses and ensure the risk is managed
commensurately with its magnitude. To respond to changes in ourbusiness environment within and outside the company, we have reviewed
the risk management process and carried out annual interviews ofcorporate officers and conducted hearings in each corporate function
by department in charge of risk management, carefully investigating
various potential risks and revising the “corporate risk map” by evaluating
impact, likelihood, and control level quantitatively and qualitatively. The
Corporate Risk Management Committee, chaired by the CEO, makes
decisions on risk issues that must be handled at the corporate level anddesignates “risk owners” to manage these risks. Under the leadershipof these owners, we design appropriate countermeasures. At the end ofeach fiscal year, the head of risk management assesses the control levelof each risk and determines the effectiveness of each risk management
activity. The progress of these activities is regularly reported to the
Corporate Risk Management Committee and the Internal Control
Committee, and also to the Audit Committee and the Board of Directors,
when appropriate.

Board of Directors
Biannual reporting

Audit Committee

Chairperson: CEO(executive officer in charge of internal control)Internal Control Committee

Direct reporting(1–2 times annually)

Biannual reporting
Chairperson: CEO
Corporate Risk Management Committee(Executive Committee)

PMO:
Corporate Management Office

Regular reporting and monitoring
Risk owner*

Risk owner*

Risk owner*

Responsible
Executive

Responsible
Executive

Responsible
Executive

Specificcommittees /line functions

Specificcommittees /line functions

Specificcommittees /line functions…

Risk owner*

Risk owner*

Risk owner*

Risk owner*

Responsible
Executive

Responsible
Executive

Responsible
Executive

Responsible
Executive

Specificcommittees /line functions

Specificcommittees /line functions

Specificcommittees /line functions

Specificcommittees /line functions

Each region / Group company* In principle, risk owners are Executive Committee members.

(As of March 31, 2022)

With respect to individual business risks, each division is responsible fortaking the preventive measures necessary to minimize the frequency ofrisk issues and their impact when they do arise as part of its ordinary
business activities. The divisions also prepare emergency measures
to put in place when risk factors materialize. In addition, Nissan has
established a system to comprehensively respond to business continuity
risks by creating specialized department which deals with disasters
and operational risks, to take prompt and coordinated responses whena crisis occurs. Nissan Group companies in Japan and overseas are

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Corporate direction

Environmental

Governance Policies and Philosophy

SocialCorporate Governancestrengthening communication to share basic processes and tools for risk
management, as well as related information, throughout the Group.
In line with the reorganization of management committees in eachregion where the Nissan Group operates starting in fiscal 2020, we arereassessing and restructuring risk management implementation andcooperation methods between regional management divisions and the
Global Headquarters.
The business environment in which we operate has been increasingly
volatile in recent years, including such aspects as the widespread
adoption of new technologies and growing geopolitical risks. We willcontinue to bolster our activities in this area so we can appropriately
address these changes.

Risk Management Enhancement Efforts
To realize the long-term vision Nissan Ambition 2030 announced in 2021,
Nissan is continuously revising and enhancing risk management processes
and frameworks.

GovernanceRisk Management

Data / Index
Compliance

Based on the principle “three lines of defense” as a systematicenhancement, the PMO of Risk Management was precisely positioned tofunction as the second line and the personnel system was enhanced.
To support this new basic company policy, we have positioned the objectiveof risk management as activities supporting the realization of our corporate
purpose from a longer-term perspective rather than limiting it to short-term
objectives such as achieving business targets. Accordingly, we have taken
a wider view of targeted risks from the perspectives of enhancing corporate
value and contributing to the environment, human rights, and sustainability,
and also created a system for ascertaining risks in a timely manner.
Regarding the evaluation of risks, in addition to transitioning away fromconventional subjective and qualitative evaluations to more objective andquantitative evaluations, we referenced the international framework andengaged in more concrete risk assessments and monitoring activities tocontrol and manage risks.
These process and tool improvements have been appropriately reflected in
our Risk Management Manual.

Annual Process of Corporate Risk Management
Control / mitigation activities by 1st line
Risk
identification(Regular survey)

Risk
assessment

Risk control
review &validation

InterimreportingInterview with
Executives
Interview withfunction (GMlevel)

Assess &prioritize risks
Considercandidates ofcorporate risk &ownersConfirm control
activity
Review control
activity

Review control
activity
Control levelvalidated by owner

Reporting to
CRMC
Semiannual
reporting to(ICC/ AC/ BOD)
RM disclosure(Quarterly
financial report)

Risk
identification(Regular survey)
Interview with
Executives
Interview withfunction(GM level)

Risk
assessment

Risk
control review& validation

Year endreportingAssess & prioritize
risks
Considercandidates ofcorporate risk &ownersConfirm control
activity

Review control
activity
Control levelvalidated byownerReporting to
CRMC
Semiannual
reporting to ICC/
AC/ BOD
RM disclosure(Securities
Report/Sustainability
Report)Reflect

Reflect

Emerging risk searching & identification

Carry out PDCA cycle annually
CRMC: Corporate Risk Management Committee

ICC: Internal Control Committee

AC: Audit Committee

BOD: Board of Directors(As of March 31, 2022)

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Corporate direction

Governance Policies and Philosophy

Environmental
Corporate GovernanceSocialGovernanceRisk Management

Data / Index
ComplianceProtecting Personal Data and Reinforcing Information
Security
We share our Information Security Policy with group companies worldwide
as a basis for reinforced information security, implementing via the
Information Security Committee measures enhanced through the PDCA
cycle. We reliably address issues by identifying internal and external
information leaks as they occur worldwide and reinforce information security
on a timely basis. To thoroughly educate and motivate employees to adhere
to relevant policy, we institute regular in-house educational programs.
Moreover, we recognize our social responsibility to properly handle
customersʼ personal information in full compliance with the respective
personal information protection law in each region. We have set up internal
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 integrityof 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 andprivacy information. This policy ensures that the handling of information isconsistent and treated as an important duty at all Nissan sites. This newpolicy 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 2021.
* Click here for more information on Financial Information “Business and other risks” (P18-P24).
https://www.nissan-global.com/EN/IR/LIBRARY/FR/2021/ASSETS/PDF/fr2021.pdf

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Governance Policies and Philosophy

Environmental
Corporate GovernanceSocialGovernanceRisk Management

Data / Index
Compliance

COMPLIANCE
Nissan understands that acting with integrity and high standards is ofparamount importance, not only because it is the right thing to do, but also
because it allows all employees to perform at the highest levels. Nissan
expects all employees to maintain the highest ethical standards as they
carry out their duties. To raise compliance awareness throughout thecompany, Nissan has established a Global Compliance Office, as well as
specialized departments, and appointed officers to promote compliance ineach region where it operates.
In fiscal 2021, new global policies, including the Global Whistleblowing
Policy and Global Conflict of Interest Policy, were released. The second
Nissan Ethics Day was held globally on December 9 to enhance a culture of
ethics and compliance in the company.

Enhancing CompliancePreventing a Recurrence of Nonconforming Final Vehicle
Inspections at Nissanʼs Plants in Japan
After the discovery in September 2017 of nonconformities in the final
vehicle inspection process at its plants in Japan, Nissan began a fulland comprehensive investigation of the facts, including the causes andbackground. We have since implemented appropriate countermeasures

based on the results. Strict compliance is a top priority for our management,
and we have taken it upon ourselves to examine the current situation withregard to compliance in every area of our business. When issues do arise,
we take appropriate measures, and we are committed to promoting andenforcing compliance and awareness thereof in all operational areas.
* Click here for more information on nonconforming final vehicle inspections.
https://www.nissan-global.com/EN/SUSTAINABILITY/VEHICLE_INSPECTIONS/

Executing an Overhaul of Compliance Checks
At Nissan, following the discovery of nonconformities in the final vehicle
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 was carried out, and since fiscal
2019, the Global Compliance Office and relevant functions monitor those
items periodically twice a year.
In fiscal 2019, comprehensive compliance checks for major subsidiaries
in Japan was undertaken, and they have continued to be carried out ona regular basis since then. In fiscal 2021, we have started compliancemonitoring in all the regions.

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Environmental
Corporate GovernanceWorking with Dealerships
Nissan undertakes various measures to ensure that its approach tocompliance is shared with dealerships and to enhance its internal controls.
While strengthening lines of communication with dealership, we are carryingout activities to enhance their compliance at dealerships in Japan.
Specifically, Nissan arranges Control Self-assessment for dealerships toenhance understanding of compliance matters and improve their compliancemanagement status. We supply check items which is reflected our internal
audit results to all dealerships. They check their current compliance status
and issues through the check item and use the PDCA cycle to makevoluntary improvements. When major compliance issues occur, the legal,communications, external and government affairs and other applicable
Nissan departments work together with dealers to take prompt andappropriate action.

SocialGovernanceRisk Management

Data / Index
Compliance

Anti-Bribery
Anti-Bribery: Policies and Philosophy
Nissan does not tolerate corruption of any kind, whether individual orsystemic, committed by a company or a government. The Nissan Global
Anti-Bribery Policy* establishes a global framework for preventing andresponding to corruption. Different cultural contexts may result in what seemto be gray areas, and Nissan respects local customs and traditions, but
corrupt practices are never acceptable.
*Click here for more information on the Nissan Global Anti-Bribery Policy.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/NIS_SUS2013E_POLICY.pdf
Click here for more information on the Avoidance of Conflict of Interest.
>>> P178

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Governance Policies and Philosophy

Environmental
Corporate GovernanceSocialGovernanceRisk Management

Data / Index
Compliance

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
worldwide with responsibility for promoting compliance measures.
Moreover, all group-affiliated companies have introduced their own codes
based on the Global Code of Conduct. The Code of Conduct is supported bytraining courses to ensure full understanding of its content.
Nissanʼs overall policy management strategy was redesigned in fiscal 2016
in order to support the promotion of compliance knowledge, including thecreation of a Policy on Policies and related standardized procedures.
With this enhanced process, Nissan seeks to ensure across-the-board
understanding, making sure all employees are fully aware of Nissanʼspolicies and able to act appropriately when faced with compliance issues.
Nissan has created a series of internal regulations that are applied
globally, covering areas such as decision-making, insider trading, personal
information management, information security, bribery and corruption, useof social media, and customer privacy. With these policies in place, Nissan isworking to heighten awareness and reduce infractions.
Employee education programs to promote compliance are held regularly inall regions in which Nissan operates. For example, training sessions basedon the Global Anti-Bribery Policy have been conducted in all regions.

Business Ethics: Policies and Philosophy* Click here for more information on the Global Code of Conduct.
https://www.nissan-global.com/EN/SUSTAINABILITY/LIBRARY/ASSETS/PDF/NISSAN_GCC_
E.pdf

Employees and Compliance
Nissanʼs sustainability efforts are based on each employeeʼs ability to dotheir job with a high level of integrity. In 2001, we established a Global Codeof Conduct containing practical guidance for employees. Today, this Code of
Conduct is applied at all Nissan Group companies worldwide.
We also provide guidance on compliance for directors and corporate
officers, holding regular seminars and educational activities to ensure strict
adherence to the rules.
The Global Compliance Committee (GCC), co-chaired by the CEO andGlobal Compliance Officer, is held twice a year, where global compliancestrategies are deliberated, annual programs are validated, and complianceissues are discussed. The results of the GCC is reported to the Executive
Committee (EC) and the Audit Committee.
Under the oversight of our Global Compliance Committee, we haveestablished a Regional Compliance Committee in each region of operation,
forming a worldwide system for detecting and deterring illegal and unethicalbehavior. The Global Headquarters works with all regions and bases ofoperation to ensure full awareness of compliance issues and prevent illegal
activity, and has processes in place to take appropriate disciplinary action
against those who violate or infringe the Global Code of Conduct or the law.
Our Global Compliance Office further increases the rigor of our compliancemanagement. In addition, to enhance compliance at the regional level,
standalone, independent, regional compliance officers are appointed inJapan-ASEAN, China, Americas, and AMIEO (Africa / Middle East / India /Europe / Oceania) regions.

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Corporate direction

Environmental

Governance Policies and Philosophy

Corporate GovernanceNissan Motor Co., Ltd. Board of Directors
Executive Committee (EC)

Audit Committee

Global Compliance Committee (GCC)
Global Compliance Committee
Global Compliance Officer
Management Committees (MCs)

Regional Compliance Committees*
Japan-ASEAN

China

Americas

GovernanceRisk Management

Data / Index
Compliance

Global Code of Conduct

Global Compliance Committee Organization(As of April 1, 2022)
Internal Control Committee

SocialAMIEO* Each Regional Compliance Committee oversees various local compliance committees asappropriate.

The Global Code of Conduct contains our core principles for doing businesswith honesty and integrity, in full compliance with established laws andregulations in all locations in which we operate. The Code of Conductʼs
standards apply to all employees within Nissan Group companies, and every
employee is responsible for upholding and adhering to the Code. The Codeof Conduct is reviewed for revision at least once every three years to ensurethat it evolves along with the company and society. The Code is also updated
promptly, outside the regular review cycle, in response to significant changes
to laws or other major factors affecting it. The Code of Conduct was mostrecently updated in 2017, when employee and customer safety were
proactively added as a new key pillar of the Code.
In fiscal 2021, updated Global Code of Conduct training material wasdelivered to all regions. The e-learning material for indirect employees
was available in approximately 20 languages. The global completion ratio
of indirect employees was 96.1%. 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 97.8%. This global Code of Conduct training is mandatory for
all Nissan employees every year as well as Board members and Corporate
officers.
Compliance and dissemination status of Global Code of Conduct is selfassessed by responsible departments and independently evaluated by
the internal audit. The results are reported annually to the Internal Control
Committee and also to the Board of Directors.

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Corporate direction

Governance Policies and Philosophy

Environmental
Corporate Governance① Comply with All Laws and Rules
Nissan employees are expected to follow all applicable laws and regulationsof the country in which they work as well as all Company policies and rules.
② Promote Safety
Nissan is committed to safety and wellness. Nissan employees are expected
to engage in safe work practices to promote a healthy work environment.
Nissan is also committed to the safety of our customers, their passengers
and pedestrians, and to do so Nissan Employees should continually promote
safety of Nissan products and their safety measures, and raise awareness ofroad safety.

SocialGovernance

Data / Index

Risk Management

Compliance⑥ Be Transparent and Accountable
Accounts and records shall be maintained with integrity. Nissan employees
shall make accurate, transparent, timely, and appropriate disclosures of theCompanyʼs business activities to our stakeholders, including shareholders,management, customers, other Employees, and local communities.
⑦ Value Diversity and Provide Equal Opportunity

We value and respect the diversity and inclusion of our Employees, suppliers,
customers, and communities. Discrimination, retaliation, or harassment, inany form or degree, will not be tolerated.
⑧ Be Environmentally Responsible③ Avoid Conflicts of Interest
Employees are expected to act in the best interest of Nissan. It is not
permitted for employees to behave, act, or use information in a way thatconflicts with Company interests. Furthermore, employees must attempt to
avoid even the appearance of a conflict of interest.
④ Preserve Company Assets

Nissan employees are accountable for preserving and safeguarding
Company assets. The unauthorized or improper use of Company assets,
including funds, confidential business information, physical property andintellectual property, is prohibited.

Nissan employees shall strive to consider the environment andenvironmental protection when developing products and services, promote
recycling and conserve materials and energy.
⑨ Be Active and Report Violations
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
Conduct has occurred are obligated to report it as soon as possible.
Employees are encouraged to use the SpeakUp system to report theirsuspicions. Employees who act in good faith and report suspected violations
will be protected from retaliation.

⑤ Be Impartial and Fair
Nissan employees must maintain impartial and fair relationships withbusiness partners, including dealers, suppliers, and other third parties.

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Corporate GovernanceSocialGovernanceRisk Management

Data / Index
ComplianceBusiness Ethics: Management

Security-Related Export Controls

Internal Reporting System for Corporate Soundness

To help maintain both national and international peace and security, we
rigorously comply with export control laws and regulations in Japan andother countries and regions where we operate to keep sensitive goods,
software, and technologies from reaching sponsors of terrorism, espionage,or human rights violators. Our export compliance program is implemented
under a system headed by the representative executive responsible forexport control. Specifically, our Export Control Global Secretariat, consistingof a Global Director and Regional Managers, works with each of ourbusinesses to set control and monitoring mechanisms ensuring compliancewith security-related export controls, and these mechanisms are strictly
applied to all operations.
We recognize our responsibility for compliance with all regulations related
to export controls on goods, software, and technologies in our areas ofoperation. In 2021, we are in the process of reviewing and updating our
Global Export Regulatory Compliance Policy to ensure proper compliancewith such regulations across the Nissan Group. Based on the global policy,
we continue to develop and enhance regional policies for each of theregions where we operate. We have reviewed impact of the new regional
structure under Nissan NEXT, and made applicable adjustments. 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.

Nissan has established a globally integrated reporting system to promotethorough understanding of compliance among employees worldwide
and facilitate sound business practices. The system, known as SpeakUp,
can be used by employees to ask questions or voice concerns to thecompany, thereby improving workplaces and operations. Where allowed bylaw, SpeakUp permits anonymous reporting by and two-way confidential
communication with employees and other stakeholders such as dealers.
It is available 24 hours a day, 365 days a year, in more than 20 languages.
Employees are encouraged to report violations of the Code of Conduct
or other company rules, and are protected from retaliation by our nonretaliation policy, a cornerstone of our compliance program.
In fiscal 2021, 1,764 concerns were reported globally. Among those, 19%
were compliance-related matters while 54% were human resource related.
The most recurrent types of reports are “Human Resource Concern”,“Offensive or Inappropriate Communication”, and “Other Company Policy
Violations”.

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Environmental
Corporate GovernanceWith the overall aim of improving our level of internal control, we strive to
conduct regular risk-assessment activities in connection with export controls
in each region, create monitoring mechanisms aligned with regulatory
requirements and business demands, and continually improve our operations.
To make employees more familiar with compliance risks, we are reviewing
our training system and materials, including information about complying
with relevant customs and trade laws. From fiscal 2018, we began annual
training in Japan based on the new system. In addition, we deployedmandatory training globally starting in fiscal 2019 with North America,
Latin America, AMI (Africa / Middle East / India), and China completing thistraining. In fiscal 2020, A&O (Asia / Oceania) completed mandatory training
and Europe completed the training in fiscal 2021.
We have been addressing export control of advanced technologies on
a global level to prepare for the future of our company. To hasten theimplementation of our Global Export Regulatory Compliance Policy, we
continue to promote export control for advanced technologies, such as
electrification, autonomous driving and connected car technologies at
Nissan sites in Japan, the U.S., and Europe as well as other locations aroundthe world, where warranted.
At our development sites in Japan, we are improving our classification
process for sensitive goods, software, and technologies using IT systems. At
our research sites in the U.S., we continue to further enhance and develop
Technology Control Plans for our Battery lab and Alliance Innovation Lab
Silicon Valley.

SocialGovernance

Data / Index

Risk Management

Compliance

By making export control procedures an integral part of our development
and design operations, we aim to strengthen our compliance. In addition, weare renewing and collecting information on controlled goods, software, andtechnologies in each region and are implementing comprehensive and soundexport controls for each business operation through the systematic global
sharing of this information.

Global Export Control Policy Framework
Representative executive responsible for export controls

Export Control Global Secretariat*1
Japan-ASEAN, China
Americas
AMIEO*3

FunctionsRegions*2

Marketing and sales, R&D,
supply-chain management, IT,
production, etc.

Japan-ASEAN, China
Americas
AMIEO*3*1, *2 Regional structure under Nissan NEXT.
*3 AMIEO (Africa / Middle East / India / Europe / Oceania)

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Environmental
Corporate GovernanceNissanʼs Commitment to Tax
Transparency
Nissanʼs Approach to Tax
In line with its Global Code of Conduct, Nissan is committed to complying
with the laws and regulations of all countries in which Nissan operates, aswell as with international tax treaties and tax-related financial reporting
rules. In order to conduct business properly and efficiently in many markets
across the globe, Nissan established a documented tax policy from 2015.
The policy is continuously revised in order to keep up with the legislativeand regulatory changes. The policy includes details of Nissanʼs governancearrangements, tax risk management strategy and its approach to dealing
with tax authorities. Nissan is consistently fulfilling all tax disclosure
requirements under domestic and international rules (such as OECDCountry-by-Country Reporting) and other country-specific transparency
requirements like those in Australia or the U.K.*.
Nissan effectively manages its tax risks by involving the Tax Department
into key business decisions. Nissanʼs Tax Department collaborates with andsupports other functions to ensure tax implications are properly evaluatedand addressed in operational and strategic decision-making on a timely
basis. Input from the Tax Department is particularly critical in relation totransactions, restructurings, legal entity modifications, and other businesschanges, as necessary to support Nissanʼs business strategy.
Through a formal delegation of authority process, the Tax Department
validates key business decisions from a tax perspective, thereby ensuring
the tax strategy is aligned with the wider business objectives, in a consistentand timely manner.

SocialGovernance

Data / Index

Risk Management

Compliance

Nissan applies established international standards (such as thosechampioned by the OECD) to its dealings between the companies within thegroup. Intercompany transactions are priced on an armʼs-length basis, whichmeans that Nissan entities trade with each other as if they were independent
entities.
Nissan is transparent about its approach to tax. Nissan aims to pay theappropriate amount of taxes in the jurisdictions in which it operates, and to
avoid tax-related interest payments and penalties for failure to comply withlocal and international tax rules.
The CFO reviews and approves the tax strategy. The Global Head of Tax and
the CFO update annually the Board of Directors on Nissanʼs tax risks andadherence to its tax strategy.
* Click here for more information on Nissanʼs U.K. tax strategy.
https://www.nissan.co.uk/legal/nissan-uk-tax-strategy.html

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Contents

Corporate direction

Governance Policies and Philosophy

Environmental
Corporate GovernanceNissanʼs Tax Management
Nissan effectively manages tax risks within the group by participating inand through the delegation of authority process at local, regional, and global
level validating key business decisions from a tax perspective in a consistentmanner.
Nissanʼs global brand reputation and the continuing success of its
manufacturing and distribution operations are of paramount importance.
Consequently, only a low level of tax risk is considered acceptable as also
demonstrated by proactive discussions with tax authorities.
Where Nissan has tax audits, the company seeks to reach an agreementwith the tax authorities on the treatment that will apply. In case Nissan isunable to reach an agreement with the tax auditors, Nissan will uphold its
tax positions in court and defend its application of the law through litigation.
Nissan has several methods for identifying and managing tax risks.
The Global Tax Controversy Report is Nissanʼs Tax Departmentʼs tool for
central documentation and quantification of tax risk. It includes all tax
exposure: both direct and indirect taxes. Key findings are discussed quarterly
with top management.
Specifically for income tax, Nissan has a process in place at local, regional,
and global level to recognize uncertain tax positions as required by theInterpretation No. 23 of the International Financial Reporting Interpretations
Committee (IFRIC 23). Nissan adopted IFRIC 23 from the beginning of fiscal
2019.
Regarding transfer pricing topics, Nissanʼs Tax Department has internal
procedures and controls in place to identify transfer pricing risks, assess,monitor, and mitigate such risks, and report material risks to all stakeholders.

SocialGovernanceRisk Management

Data / Index
Compliance

Profitability by product basis and by company basis is monitored regularly
to identify potential risks. Once identified, the risks are reported to Nissanʼsfinance leadership team. The executive-level position within the organizationaccountable for compliance with the tax strategy is the Global Head of Tax,
reporting to the CFO.
Compliance with the tax governance and control framework is evaluatedregularly by the following departments, at local, regional, and global level:
Tax, Compliance, and Internal Audit. Global policies on tax governanceand control are published on Nissanʼs internal website and available toall employees globally. The Compliance Department checks with the Tax
Department regularly to assess how the policies are enforced and whether
they reflect the latest business operations in Nissan.
Nissan has a hotline which is called SpeakUp where employees have a
way to report unethical or illegal activities they have witnessed or that theysuspect. SpeakUp is a means to bring tax-related incidences to the attentionof management.

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Corporate direction

Governance Policies and Philosophy

Environmental
Corporate GovernanceSocialGovernanceRisk Management

Data / Index
Compliance

Nissanʼs Stakeholder Engagement and Management ofConcerns Related to Tax
Nissan seeks to maintain a long-term, open, and constructive relationshipwith national tax authorities by proactively engaging with them, as well asother governmental and relevant industry bodies, directly and indirectly.
First, Nissan strives to develop cooperative relationships with tax authorities
through regular meetings and partnership programs. Nissan has ongoing
communication with tax authorities including, where applicable, use ofadvance rulings and Advanced Pricing Agreements (APAs). Nissan engages
in APAs with tax authorities to obtain certainty regarding transfer pricing forintercompany transactions.
Nissan regularly engages with policy makers to support the development oftax rules and regulations based on sound tax policy principles. Nissan also
provides input to industry groups and international economic organizations,such as the Tax Executives Institute (TEI) and the Business and Industry
Advisory Committee to the OECD. As a Japanese automaker, Nissan isa member of Keidanren, one of Japanʼs major private-sector businessassociations and part of the Japan Automobile Manufacturers Association(JAMA).
Finally, Nissanʼs Investors Relations Department engages with the Global
Tax Department each time there is a question from stakeholders related
to tax topics. The Tax Department will ensure that such questions areanswered in a satisfactory way.

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Contents

Corporate direction

Environmental

SocialGovernance

Data / Index

ESG Data / Index
Corporate Overview …………………………… 193

TCFD Content Index ………………………… 226

Environmental Data …………………………… 195

SASB Content Index ………………………… 228

217

GRI Content Index …………………………… 229

Governance Data ……………………………… 223

Quick Guide For Investors …………………… 236

Social Data ………………………………………

Editorial Policy ………………………………… 224

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Contents

Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

Corporate Overview
Corporate Profile

Financial Data

Date of Establishment

December 26, 1933

Location of Organizationʼs
Headquarters

1-1, Takashima 1-chome, Nishi-ku, Yokohama,
Kanagawa 220-8686, Japan

Group Structure andBusiness Outline

The Nissan Group consists of Nissan Motor Co.,
Ltd., subsidiaries, affiliates and other associatedcompanies. Its main business includes sales andproduction of vehicles and related parts. The NissanGroup also provides various services accompanying
its main business, such as logistics and sales finance.

BrandsNissan, Infiniti

Consolidated Number of
Employees(as of March 31, 2022)

134,111

Global Network(as of March 31, 2022)

R&D: 16 markets(Japan, U.S., Mexico, U.K., Spain, Belgium,
Germany, Russia, China, Taiwan, Thailand, Vietnam,
India, South Africa, Brazil, Argentina; total of 45
sites)
Design: 5 markets(Japan, U.S., U.K., China, Brazil; total of 7 sites)
Automobile Production: 30 bases in 15 markets(excludes plants providing OEM vehicles to Nissan[Renault, Mitsubishi Motors, Fuso, Suzuki, etc.].)（¥ billion）

FY2019FY2020

FY2021

Net sales

9,878.9

7,862.6

8,424.6

Operating income (loss)(40.5)(150.7)247.3

Ordinary income

44.0(221.2)

306.1

Profit (loss) before tax(573.0)(339.3)384.2

Net income (loss)
attributable to ownersof the parent(671.2)(448.7)

215.5

Capital expenditure

509.2

405.4

345.0

Depreciation

372.9

270.3

289.4

Research anddevelopment costs

544.8

503.5

484.1

Click here for more information on Financial Data.
https://www.nissan-global.com/EN/IR/SUSTAINABILITY REPORT 2022

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Contents
Corporate Overview

Corporate direction
Environmental Data

Environmental
Social Data

SocialGovernance Data

Editorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

Global Sales Volume and Production Volume（Thousand units）

FY2019FY2020

FY2021

4,930

4,052

3,876

Japan

534

478

428

China

1,547

1,457

1,381

North America

1,620

1,213

1,183

Europe

521

391

340

Others

708

513

544

Global sales volume

Japan

Others

11.1％

14.0%
Europe8.8％

North America

FY2021
Global Sales Volume

3,876
thousand units

China
35.6％

30.5％

（Thousand units）

FY2019FY2020

FY2021

Global production
volume

4,757

3,634

3,404

Japan

758

517

446

Others

1,340

953

930

51.5％

North America
Europe

508

336

276

Others

2,151

1,828

1,751

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

Japan

13.1％

FY2021
Global Production Volume

3,404

thousand units

North America
27.3％
Europe8.1％

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Corporate Overview

Corporate direction
Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

Environmental Data
Climate Change (Products) ………………………………… 195
Climate Change (Corporate Activities) …………………… 199
Air Quality ……………………………………………………… 205
Resource Dependency: Achievements in Reuse ……… 207
Resource Dependency (Facility Waste) ………………… 208
Water Resource Management ……………………………… 210
Strengthening Our Business Foundations
to Address Environmental Issues…………………………… 213
Material Balance ……………………………………………… 215
Environmental Conservation Cost ………………………… 216
Estimates (as of July 2020) have been used for the FY2019 actuals for CO2, VOC, industrial
waste, and water at European facilities.

Climate Change (Products)
CO2 Emissions from New Vehicles (Global)*
（% ）
100

-42.5％reduction

100

95

90.1

90
85
80
75

70.1

70

67.6

67.4
66.6

65

67.0

65.2

62.6
57.5

60
2000

2005

2014

2015

2016

2017

2018

2019

2020

2021

（FY）

In fiscal 2021, CO2 emissions in Nissanʼs main markets of Japan, the U.S.,
Europe, and China were 42.5% lower than fiscal 2000 levels, as measured
by Corporate Average Fuel Economy (CAFE).
In particular, fuel efficiency has improved compared to fiscal 2020 due tothe introduction of new models in China and Europe.
* Reduction in CO2 emissions calculated by Nissan.

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Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

Corporate Average Fuel Economy (CAFE, JC08 Mode) in Japan

CO2 Emission Index from Nissan Vehicles in Europe（km/L）（g-CO2/km）

25

20.6

21.2

2017

2018

22.6

23.1

23.6

2019

2020

2021 （FY）

20
15
10
5
0

In fiscal 2021, the corporate
average fuel economy in Japanwas 23.6 km/L.
Higher sales of e-POWER Nissan
Note/Note Aura and other
e-POWER vehicles contributed to
the 2% improvement over fiscal
2020.

* Provisional values calculated in-house; some models include WLTC mode fuel consumption values.

Corporate Average Fuel Economy (CAFE)
in the United States（mpg）

In fiscal 2021, the corporate
50
PC
average fuel economy (CAFE)
41.7
41.4
40.7
39.8
39.9
of Nissanʼs passenger cars in
40
30.7
29.7
29.1
28.8
27.8
the US was 41.7 mpg, a 2.4%
30
LDT
improvement over fiscal 2020,
20
owing to the release of newmodels and an improved model
10
mix. In the light-duty truck
2017
2018
2019
2020
2021 （FY）
0
segment, the release of newmodels increased the CAFE 3.4%, from 29.7 mpg to 30.7 mpg.

In 2021, average vehicle CO2
emissions in Europe are expected
140
117
115
114
to be exacerbated by the change
120
96
in evaluation mode from NEDC to
100
WLTP.
80
60
On the other hand, as an40
individual company and an
20
alliance pool, we have complied
0 2017 2018 2019 2020 2021（CY）
with the EU CO2 emission
regulations that applied to 2020 and beyond.
160* 2020 result was updated.
* Official figures for 2021 have not been published yet, so there is no graph data

Corporate Average Fuel Consumption in China（L/100km）

1210Import
8.2

8

6.6

6

Domestic
Production

8.0
6.3

7.9

7.8

5.8

5.5

2019

2020

6.0

4
2
0

2017

2018

* No data due to no import car sales

2021（CY）

In 2021, average fuelconsumption of domestic
production models in China
was 9% worse than in2020 due to test cycle modechange from NEDC to WLTP.
In case of on same NEDC test
cycle, fuel consumption was
improved about 8% thanks to
e-POWER model launch.

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Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

Revenue, Global Sales Volume and Production Volume Data（¥ billion）

Revenue*1

FY2020

FY2021

9,108.7

9,743.3（k unit）

FY2020

FY2021

4,052

3,876

Japan

478

428

North America

1,213

Europe（k unit）

FY2020

FY2021

3,634

3,404

Japan

517

446

1,183

North America*3

953

930

391

340

Europe*4

336

276

Asia

1,649

1,572

Asia*5

1,737

1,646

Other

320

353

Other*6

91

105

Global Sales
Volume*2*1 Management pro-forma basis (includes Chinese joint ventures in proportionate consolidation).
*2 Global sales volume and global production volume for China and Taiwan consider values fromJanuary to December.
*3 Production in the U.S. and Mexico.

Global Production
Volume*2*4 Production in the U.K., Spain, Russia and France.
*5 Production in Taiwan, Thailand, China and India.
*6 Production in South Africa, Brazil, Egypt and Argentina.

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Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

SocialGovernance Data

Editorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

Powertrain Type Ratios (Shipment-Based)
Unit

Gasolinepowered
vehiclesDieselpowered
vehiclese-POWER
vehiclesElectric
vehiclesHybrid drive
vehiclesNatural-gas
drive
vehicles

Japan

％

31.9

1.6

35.7

3.1

27.6

0.1

North America

％

98.3

0.2

0.0

1.4

0.0

0.0

Europe

％

53.9

7.6

0.0

11.5

27.0

0.0

Other

％

90.9

7.1

0.7

0.9

0.5

0.0

Global

％

82.3

4.4

4.9

2.3

6.2

0.0

EVs

Hybrid Electric Vehicles

100% EV and e-POWER Vehicle Sales*
1目盛：1.532 mm（k unit）

300

274

257

250
200

219

202

175

In fiscal 2021, e-POWER sales
volume increased thanks tostrong sales of the new Note andthe launch of the new Sylphy in
China.

150

Hybrid Units Shipped（k unit）

203

200

172
134

150

In 2021, vehicle numbers
increased due to the launch of
the all-new Qashqai in Europe.

102
100

81

50

100
0

In Japan, where customers' interest in electrified vehicles
is relatively high, e-POWER models account for 35.7%
of total shipments in Japan. Combined with electric andhybrid vehicles, entire electrified vehicles account for
66.4%, almost two-thirds of the total. This trend is expected
to continue, given the strong sales of the new Nissan
Sakura Kei-EV, which went on sale in FY2022. We see
this as a situation where more sustainable product lines
are becoming the core of Nissan's business in pursuit ofenvironmental values.

2017

2018

2019

2020

2021（FY）

0

2017

2018

2019

2020

2021（FY）* Includes the sale of EVs by joint ventures in China.
* There have been changes in historical figures due to the recalculation of local brand sales
volume by the Nissan China JVs.

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Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

SocialGovernance Data

Editorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

Climate Change (Corporate Activities)
Energy Input
Total

（FY）

Unit

2017

2018

2019

2020

2021

MWh

9,532,840

9,252,737

8,313,893

7,655,514

7,495,492

By region

（FY）

Unit

2017

2018

2019

2020

2021

Electricity(purchased)

MWh4,755,897

4,711,467

4,384,282

3,851,011

3,859,586

External

Japan

MWh

4,084,912

3,700,532

3,438,939

3,015,419

3,149,380

Renewableenergy*1

MWh133,212

135,574

123,225

181,815

229,754

North America

MWh2,452,299

2,570,438

2,180,450

1,909,902

1,982,066

Chilled
water

MWh

6,661

7,487

5,086

3,530

3,598

EuropeMWh

1,126,186

1,048,201

913,521888,089

650,003

Steam

MWh

128,038

102,324

125,662

96,960114,506

Other

MWh

1,869,443

1,933,566

1,780,983

1,842,105

1,714,043

Internal
Electricity(in-house
generation)

MWh14,60913,214

43,66865,18359,313MWh

14,60913,214

43,66865,18359,313MWh147,821

148,788

166,893

246,998

289,067

By energy source
Primary
Natural gas

MWh3,701,640

3,579,998

3,079,723

3,089,803

2,907,420

Renewableenergy*2

LPG

MWh179,945

191,405

175,559

144,478

145,717

Total renewableenergyCokeMWh218,618

200,527

154,961

100,144

112,154

Heating oil

MWh147,522

113,200

90,07869,61869,868GasolineMWh299,000

259,045

243,166

184,021

177,147

DieselMWh48,25953,07423,24625,31523,800

Heavy oilMWh27,652

15,99516,303

22,81622,383*1 Volume of renewable energy in electricity purchased by Nissan.
*2 Volume of renewable energy generated by Nissan at its facilities and consumed for its own
purposes.

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Contents

Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

SocialGovernance Data

Editorial Policy

Governance

TCFD Content Index SASB Content Index（MWh/vehicle）（MWh）

9,532,840

3.0
9,252,737
8,313,893

8,000,000 4,084,912

3,700,532

3,438,939

6,000,000
2,452,299

2,570,438

4,000,000

2.5
7,655,514

7,495,492

3,015,419

3,149,380

2,180,450

1,909,902

1,126,186

1,048,201

913,521888,089

1,869,443

1,933,566

1,780,983

1,842,105

2,000,000
0

2017

2018

2019

GRI Content Index

Quick Guide
For Investors

Energy per Vehicle Produced

Global Energy Consumption

10,000,000

Data / Index

2020

2.0

1.68

1.73

1.75

2017

2018

2019

2.11

2.20

2020

2021 （FY）

In fiscal 2021, energy pervehicle produced was 2.20MWh
increased by 4.5％ compared tofiscal 2020.

1.5
Japan

North

1,982,066 America
650,003

Europe1,714,043

Other2021 （FY）

The total energy consumption of our global corporate activities during fiscal
2021 was 7.495 million MWh, 2% decrease from fiscal 2020. This reduction
was primarily due to the promotion of energy-saving activities at facilities
and a decline in total production volume. Production sites globally accounted
for 6.875 million MWh★ of total energy consumption.
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, please

1.0
0.5
0.0

Data for the Japan region includes the manufacture of powertrains andother components for overseas assembly. Since the denominator is vehicles
produced in the region, this tends to result in higher values for Japan.
By region

Unit

2021

Japan

MWh/vehicle

7.06

North America

MWh/vehicle

2.13

EuropeMWh/vehicle

2.36

Other

MWh/vehicle

0.98

see here.
>>> P083

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Corporate Overview

Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Energy per Revenue
1.2

0.8

0.72

0.71

0.74

0.84

0.77

0.6
0.4
0.2
0.0

2017

2018

2019

2020

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

Carbon Footprint（MWh/million ￥）1.0

Governance2021（FY）

In fiscal 2021, global Nissan
facilities saw energy per revenue
result of 0.77MWh, decreased
by 8％ from 2020. We are taking
ongoing steps toward decoupling
financial capital generation fromenergy use.

(FY)

Unit

2017

2018

2019

2020

2021

Scope 1t-CO2

912,476

889,444774,163754,453

697,851

Scope 2t-CO2

2,394,109

2,339,883

2,105,700

1,631,551

1,541,276

Scope 1+2

t-CO2

3,306,584

3,229,327

2,879,864

2,386,004

2,239,127

Japan

t-CO2

1,333,335

1,208,303

1,147,686

949,269

990,367

North America

t-CO2

683,332

738,234

648,754529,044507,584

Europet-CO2

228,998

221,692

163,553

156,442

112,157

Other

t-CO2

1,060,920

1,061,098

919,871751,250

629,019

Scope 3t-CO2

213,715,000

203,106,900

173,138,601

135,068,055

127,735,901

In fiscal 2021, the total of Scope 1 and 2 emissions was 2.239 million tons.
Total CO2 emissions from manufacturing processes were 1.944million tons
★ (Scope 1 emissions: 0.622million tons ★ ; Scope 2 emissions: 1.322million
tons ★ ).
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, pleasesee here.
>>> P083

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Corporate Overview

Environmental Data

Environmental
Social Data

Governance Data

Corporate Carbon Footprint per Vehicle Sold
％

100

100

80

68.6

66.0

66.3

67.1

In fiscal 2021, overall corporate
emissions were reduced by
32.9％ compared to fiscal 2005.

60

SocialEditorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

Manufacturing CO2 per Vehicle Produced（t-CO2/vehicle）
0.8

0.73

0.6

0.49

0.51

0.52

0.56

In fiscal 2021, our manufacturing
CO2 emissions per vehicle
produced were 0.56 tons, 23.4％
less than fiscal 2005.

0.4

40
0.2

20
0

2005

2018 2019 2020 2021（FY）

0.0

2005

2018 2019 2020 2021 （FY）

Carbon Footprint of Manufacturing Activities

Scope 1 and 2 Emissions per Revenue（1,000t-CO2）（t-CO2/million ￥）

3,000

2,426

2,610

0.35
0.30

2,418
1,890

2,000

1,910

0.25

0.25

0.25

0.26

0.26

2017

2018

2019

2020 2021 （FY）

0.23

In fiscal 2021, CO2 emissions
from our global operations
were 0.23 ton per ¥1 million ofrevenue.

0.20
0.15

1,000

0.10
0.05

0 2005

2018

2019

2020

2021 (FY)

0.00

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Corporate Overview

Corporate direction
Environmental Data

Environmental
Social Data

SocialGovernance Data

Editorial Policy

Logistics Volume(FY)

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

CO2 Emissions from Logistics

(FY)

Unit

2017

2018

2019

2020

2021

Total

t-CO2

1,567,248

1,482,982

1,144,338

900,234

874,936

7,643

Inbound*t-CO2

739,610762,314582,957

397,822366,190

15,651

15,192

Outbound*t-CO2

827,638

720,667

561,381502,412508,746

Unit

2017

2018

2019

2020

2021

Total

mil ton-km

35,63534,90328,28821,16822,835

Inbound*mil ton-km

9,699

10,164

8,083

5,518

Outbound*mil ton-km

25,93524,73920,205

Sea

％

57.6

60.9

63.8

60.2

61.7

Sea

％

20.0

19.9

21.1

19.9

20.8

Road

％

25.9

23.3

23.0

25.0

24.1

Road

％

64.6

60.3

64.1

66.2

65.6

Rail

％

16.1

14.9

12.7

14.3

13.8

Rail

％

7.0

6.7

5.9

6.6

7.1

Air

％

0.4

0.9

0.6

0.5

0.4

Air

％

8.4

13.1

8.9

7.3

6.5

* “Inbound” includes parts procurement from suppliers and transportation of knockdown parts;“Outbound” includes transportation of complete vehicles and service parts.

* “Inbound” includes parts procurement from suppliers and transportation of knockdown parts;“Outbound” includes transportation of complete vehicles and service parts.

In fiscal 2021, global shipping increased by around 8% compared to theprevious fiscal year, to 22,835 million ton-km.

In fiscal 2021, CO2 emissions from logistics were 874,936 tons, down
approximately 3％ from the previous fiscal year.

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TCFD Content Index SASB Content Index

CO2 Emissions per Vehicle Transported（t-CO2/vehicle）
0.5

0.43

0.4

0.37

In fiscal 2021, CO2 emissions per
vehicle transported were 0.29
tons.

0.38
0.31

0.3

0.29

0.2
0.1
0.0 2005

2018

2019

2020 2021(FY)

Scope 3 Emissions by Category
We conducted a study based on standards such as the Corporate Value
Chain（Scope3）Accounting and Reporting Standard from the GHG Protocol
and found that about 90％ of our Scope3 emissions were from the use ofsold products.
For the fiscal 2021 study, we updated the basis of calculation* for thepurchased goods and services which account for about 8% of Scope3
emissions, to make it close the actual amount of raw material used.
* For details of the basis of calculation, please refer.
>>> P084

Data / Index
Quick Guide
For Investors

GRI Content Index(FY)

Category

Unit

2021

1.Purchased goods & services

kt-CO2

10,002★

2.Capital goods
3.Fuel- and energy-related
activities
4.Upstream transportation &distribution
5.Waste generated in operations

kt-CO2848

kt-CO2247

kt-CO2366

kt-CO2

118

6.Business travel

kt-CO219

7.Employee commuting

kt-CO2

163

8.Upstream leased assets
9.Downstream transportation &distribution
10.Processing of sold products

kt-CO20

kt-CO2525

kt-CO2

6

11.Use of sold products
12.End-of-life treatment of soldproducts
13.Downstream leased assets

kt-CO2

114,854★

kt-CO2

255

kt-CO2332

14.Franchises

kt-CO2015.Investments

kt-CO20

Total

kt-CO2

127,736★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details,

please see here.
>>> P083

Carbon Credit
Nissan Motor Iberica, S.A. in Barcelona and Cantabria, Spain, entered
EUETS, and the verified allowance earned for fiscal 2021 was 29,480 tons.

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Air Quality

VOCs per Vehicle Produced (Global)

Emissions（Kg/vehicle）

In fiscal 2021, NOx and SOx emissions from Nissan manufacturing facilities
in Japan were 375 tons and seven tons.
（FY）

Unit

2017

2018

2019

2020

2021

NOx

ton

619

418

380

364

375

SOx

ton

36

34

14

10

7

In fiscal 2021, VOCs per vehicle
produced were 1.24kg

4.0
3.5
3.0
2.5
2.0

1.97

1.90
1.36

1.5

1.30

1.24

1.0
0.5
0.0

2017

2018

2019 2020 2021 （FY）

Volatile Organic Compounds (VOCs)
In fiscal 2021, VOCs from manufacturing plants were 4,218 tons globally,a reduction from fiscal 2020. We actively continue to promote activities toreduce VOCs, such as switching to materials including water-based paints.
（FY）

Unit

2017

2018

2019

2020

2021

Total

ton

10,564

8,433

6,465

4,742

4,218

Japan

ton

3,232

2,188

2,016

1,420

1,362

North
America

ton

4,284

3,847

3,135

2,294

2,362

Europe

ton

3,048

2,397

1,315

1,028

493

Quick Guide
For Investors（FY）

By region

Unit

2021

Japan

kg/vehicle

3.05

North America

kg/vehicle

2.54

Europekg/vehicle

1.79

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Released Substances Designated by PRTR Law* (Japan)

PRTR Emissions per Vehicle Produced (Japan)

In fiscal 2020, released substances designated by the PRTR (Pollutant
Release and Transfer Register) Law in Japan were2,173 tons, decrease fromfiscal 2019.

（kg/vehicle）

（FY）

5.0
4.0

Unit

2017

2018

2019

2020

3.0

Japan site total

ton

3,887

3,406

3,339

2,173

2.0

Oppama

ton

796

715

1,022

697

1.0

Tochigi

ton

920

655

467

394

0.0

Kyushu

ton

1,697

1,573

1,391

1,042

Yokohama

ton

20

25

21

9

Iwaki

ton

62

54

62

6

NTC

ton

388

378

351

3

Zama Operation Center

ton

4

7

26

22

4.41
3.88

3.94

3.78

2016

2017

2018

4.20

Quick Guide
For Investors

In fiscal 2020, PRTR emissions
per vehicle produced in Japan
were4.20 kg, a decrease fromfiscal 2019.

2019 2020 （FY）

* 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.

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Resource Dependency: Achievements in Reuse
Proper Use of Regulated Chemical Substances
Nissan revised its standard
for the assessment of hazards
6,000
5,290 5,304
and risks in the Renault-Nissan
5,000
4,043
3,912
Alliance, actively applying
4,000
4,069
restrictions to substances not
3,000
yet covered by regulations
2,000
but increasingly subject to
1,000
consideration around theworld. As a result, the number
2017 2018 2019 2020 2021 (FY)of substances covered by
the Nissan Engineering Standard in fiscal 2021 rose to 5,304. These
steps are thought to be necessary for future efforts in the repair, reuse,remanufacture, and recycle loop for resources.
(Substances)

SocialEditorial Policy

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Automotive Shredder Residue to Landfill Ratio
After removing ferrous and nonferrous metals from ELVs, in accordance with
the End-of-Life Vehicle Recycling Law in Japan, the ratio of ASR taken tolandfills for final disposal was zero in fiscal 2021 as same as 2020ʼs result.
This was achieved by enhancing recycling capability through the acquisitionof additional facilities that comply with the law.

Material Ratio
In 2021, ferrous metals accounted for 60% of the materials used in our
automobiles by weight. Nonferrous metals made up another 14% and resins
15%, with miscellaneous materials making up the final 12%. To further
reduce our use of natural resources, we are advancing initiatives to expand
the use of recycled materials in each of these categories.

Recovered Bumpers

Click here for more information on chemical substances governance.
>>> P072（parts / year）

Recycled Plastic Usage in Vehicle

200,000

166,000 164,800 67.9% 67.2% 63.0%

We are making efforts to expand the use of recycled plastic in our vehicles,
as well as developing technologies for this. Recycled plastic use in fiscal
2021 was 5%, based on the rate achieved by our best-selling model in
Europe.

150,000

122,000

250,000

Number of parts recovered
Recovery rate

82.4% 80.0%

98,000100,000

The number of bumpers collected
in fiscal 2021 was 93,000, andthe recovery rate decreased by
4.2 points.

93,00050,000
0

2017

2018

2019 2020 2021（FY）

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Resource Dependency (Facility Waste)

Waste per Vehicle Produced

Waste（kg/vehicle）

60

Waste generated globally in fiscal 2021 amounted to 158,199 tons, aincrease from 153,160 tons in fiscal 2020. Waste generated globally fromproduction sites in fiscal 2021 was 150,945 tons ★.
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, pleasesee here.
>>> P083

50

38.54

40
30

41.93 42.15

46.47

GRI Content Index

Quick Guide
For Investors

In fiscal 2021, waste per vehicle
produced increased to 46.47 kg

26.92

20
10

（FY）

Total

Data / Index

Unit

2017

2018

2019

2020

2021

ton

152,674

206,645

199,470

153,160

158,199

By region

0

2017

2018

2019

2020

2021 （FY）（FY）

By region

Unit

2020

2021

Japan

kg/vehicle

94.62

117.46Japan

ton

61,327

69,82963,29448,921

52,386

North America

kg/vehicle

50.41

54.90

North America

ton

35,17764,51458,97048,04351,062Europekg/vehicle

94.85

122.81

Europeton

45,26849,66250,20531,86833,895Other

kg/vehicle

13.31

11.91

Other

ton

10,903

22,63927,001

24,32820,857

ton

8,041

7,231

6,365

6,539

7,208

ton

144,633

199,414

193,105

146,621150,991

By treatment method

Waste fordisposal
Recycled

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Waste for Disposal per Vehicle Produced
In fiscal 2021, the volume ofwaste for disposal was increased
to 2.12 kg per vehicle produced.

（kg/vehicle）

10
8
6
4
2

1.42

1.35

1.34

0

2017

2018

2019

1.80

2.12

2020

2021 （FY）

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Water Resource Management

Water Discharge from Corporate Activities

Water Input for Corporate Activities

The total amount of water discharged in corporate activities in fiscal 2021
was 13,986 thousand m³, an increase of 2.7% compared to fiscal 2020.

In fiscal 2021, water input for corporate activities was 20,090 thousand m³,
a 5.1% decrease compared with the fiscal 2020 level. In fiscal 2021, water
input from production sites was 19,495 thousand m³ ★.
★ This figure is subject to assurance by KPMG AZSA Sustainability Co., Ltd. For details, pleasesee here.
>>> P083
（FY）

（FY）

Unit

2017

2018

2019

2020

2021

Total

thousand m³

17,41017,345

15,391

13,624

13,986Japan

thousand m³

10,376

10,472

9,496

8,474

8,771

North
Americathousand m³

3,382

3,190

2,746

2,351

2,565

Unit

2017

2018

2019

2020

2021

Europethousand m³

1,564

1,539

1,389

1,094

1,073

Total

thousand m³

26,197

26,42023,65621,15920,090

Other

thousand m³

2,088

2,143

1,760

1,705

1,577

Japan

thousand m³

13,11513,022

11,918

10,797

10,317

North
Americathousand m³

4,905

4,930

4,768

3,888

4,047

kg

28,791

25,96522,26918,017

19,941

Europethousand m³

2,155

2,093

1,792

1,373

1,404

Other

thousand m³

6,023

6,376

5,178

5,101

4,322

Quality
Chemical
oxygendemand(COD)
Japan only** The calculation method has been revised and the figures for 2017-2020 have been updated.

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Water Discharge from Corporate Activities (Per Vehicle
Produced)
In fiscal 2021, water discharge
per vehicle produced was 4.11m³,
which was a 9.6% increase
compared to fiscal 2020.

(㎥/vehicle)

10
8
6
4

3.07

3.23

3.24

3.75

4.11

2
0

2017

2018

2019 2020 2021

(FY)

（FY）

By region

Unit

2020

2021

Japan

m³/vehicle

16.39

19.67

North America

m³/vehicle

2.47

2.76

Europem³/vehicle

3.26

3.89

Other

m³/vehicle

0.93

0.90

Governance

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Water Consumption in Corporate Activities
The total amount of water consumed in corporate activities in fiscal 2021
was 6,103 thousand m³, a decrease of 19.0% compared to fiscal 2020.
（FY）

Unit

2017

2018

2019

2020

2021

Total

1,000m³

8,787

9,075

8,265

7,535

6,103

Japan

1,000m³

2,739

2,550

2,422

2,323

1,546

North
America

1,000m³

1,523

1,740

2,022

1,537

1,481

Europe1,000m³

591

554

403

279

331

Other

1,000m³

3,935

4,233

3,418

3,396

2,745

* Based on GRI 303, total water consumption is total water withdrawn minus total water
discharged as calculated by Nissan.

Data for the Japan region includes the manufacture of powertrains andother 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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Water Consumption in Corporate Activities (Per Vehicle
Produced)
Water consumed per vehicle
produced in fiscal 2021 was
1.79m3, a 14% decrease fromfiscal 2020.

(㎥/vehicle)

10
8
6
4
2
0

1.55

1.69

1.74

2.07

1.79

2017

2018

2019 2020

2021

(FY)

（FY）

By region

Unit

2020

2021

Japan

m³/vehicle

4.49

3.47

North America

m³/vehicle

1.61

1.59

Europem³/vehicle

0.83

1.20

Other

m³/vehicle

1.86

1.57

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Strengthening Our Business Foundations toAddress Environmental Issues
Global Top-Selling Modelʼs Life Cycle Improvements
We have been expanding the application of the LCA method and enhancing
the understanding of the environmental impact of our products in quantitative
terms, especially our best-selling models worldwide. Coverage on a unit basis hasreached approximately 80% of models globally and approximately 90% in Europe.

Governance

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LCA Comparison for e-POWER Models
Nissan introduced its new e-POWER powertrain in 2016, marking anothersignificant milestone in the electrification strategy with lifecycle emission
improvements.
Compared to their gasoline-powered counterpart models, the Note
e-POWER and Serena e-POWER have achieved a 19% and 27% reduction
in CO2 emissions, respectively.

Life Cycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.)
With the Qashqai and Rogue (X-trail), for example, improvements in internal
combustion engine efficiency and vehicle weight reduction have led to bothenhanced safety features and lower CO2 emissions.

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

（%）
100

80

80

60

60

40

Current model:
1.5 liters, CVTPrevious model:
2.5 liters, CVT

200Previous
model

80

60

60

0

e-POWER : 1.2 liters
Base model : 1.2 liters

40

e-POWER : 1.2 liters
Base model : 2.0 liters

20

Base model

0

e-POWER

Base model

Note
Current model:
1.3 liters, 6MT
Previous model:
2.0 liters, CVT

20■ Fuel & electricity production

80

20Previousmodel■ Production & logistics■ Fuel & electricity production

e-POWER

Serena■ Usage■ Maintenance■ ELV

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

Current
model

Qashqai＊2

Rogue (X-Trail)＊1■ Production & logistics

（%）
100

40

40

0

Current
model

（%）
100

■ Usage■ Maintenance

■ ELV

＊1

Production in the U.S., 120,000 miles driven in the U.S. (basis for comparison).
＊2
Production in EU, 150,000 km driven in EU (basis for comparison).

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LCA Comparison of EV Models

Life Cycle Improvements beyond Climate Change

Compared to conventional vehicles of the same class in Japan, the Nissan
LEAF results in approximately 32% lower CO2 emissions during its life cycle.
The “Nissan Ariya” launched in 2022 achieves both further improvement of
EV product performance and reduction of environmental impact. It extends
EV driving range and reduces lifecycle CO2 emissions by approximately 18%
compared to same segment gasoline-powered models in Japan.
Nissan will keep reducing the environmental impact from the entire life cycleof electric vehicles.

Nissan is expanding the scope of LCAs to include not just greenhousegases but also a variety of chemicals amid growing societal concerns overair quality and ocean acidification and eutrophication. Our compared toconventional gasoline engine significantly more environmentally friendly,
achieving 11% and 27% emission reductions for all targeted chemical
substances and achieving environmental benefits throughout its lifecycle.

Life Cycle CO2 Equivalent Emissions (CO2, CH4, N2O, etc.)

Emissions Improvement in the Serena e-POWER over Its Life
Cycle
CO2

100%

（%）
100

（%）
100

80

80%

NMVOC

80

60%

81%

CH4

73%

40%

86%

20%

60

60

40

Nissan LEAF

20
0

0%

40

Nissan ARIYA

SO2

20
NissanLEAF:
40 kWhBattery0■ Production & logistics■ Fuel & electricity production

Same
class
model:
Gasoline
1.8 L

89%

Same
class
model:
Gasoline
2.0 L■ Usage

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

NissanARIYA:
66 kWhBattery■ Maintenance

84%

83%

N2O

NOx

■ ELV

Conventional
e-POWER
Production in Japan, 100,000 km driven in Japan.

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Material Balance

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

（FY）

Unit
（FY）

Unit

2020

2021

Raw materials

ton

4,665,300

3,758,427

EnergyMWh7,655,514

7,495,492

MWh246,998

289,067

thousand m³

21,15920,090

Water withdrawal

Data / Index

OutputInput

Renewable energy

Governance

2020

2021

Vehicles produced
Global production volume

k unit

3,634

3,404

CO2 emissions

t-CO2

2,567,819

2,239,127

Water discharge

thousand m³

13,624

13,986

NOx

ton

364

375

SOx

ton

10

7

VOC

ton

4,742

4,218

For recycling

ton

146,621150,991

For final disposal

ton

6,539

7,208

Emissions

Waste

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Quick Guide
For Investors

Environmental Conservation Cost
（FY）

2020

2021

Unit

Investment

Cost

Investment

Cost

Total

mil ¥

1,822

151,675

4,144

125,145

Business area

mil ¥

15

1,601

91

1,713

Upstream/
downstream

mil ¥

0

517

0

407

Management

mil ¥

0

12,1310

12,899

R&D

mil ¥

1,807

137,296

4,053

109,824

Social activities

mil ¥

0

92

0

87

Damage repairs

mil ¥

0

39

0

215
（FY）

Unit

2020

2021

mil ¥

5,466

8,816

Cost reduction

mil ¥

408

192

Profit

mil ¥

5,058

8,623

Total

* All environmental costs are based on the guidelines provided by Japanʼs Ministry of theEnvironment, and calculated for activities in Japan only.

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For Investors

2019

2021

Social Data
Employee Data

（FY）

2019

2020

2021

Nissan Motor Co., Ltd.
22,717
20,100
2,617
41.4
41.8
38.3
17.7
18.1
13.9
6.6

22,827
20,199
2,628
41.6
42.0
38.5
16.9
17.4
13.4
4.6

23,166
19,862
3,304
41.9
42.1
40.7
17
17.8
12
5.3

3.1

2.4

2.6

Average annual salary (yen)*2

8,102,672

7,965,467

8,110,304

Disabled employment ratio (%)

2.22

2.33

2.50

379
44
335

413
96
317

430
122
308

7

24

20.6

95.6
97.2
95.2
7
3
4
19.5
99
24.16
26,316

98.3
100
96.6
17
13
4
17.5
89
18.75
26,503

98.9
98.5
99.0
8
6
2
20
102
24.08
26,108

Number of employees

Average age (years)

Average length of service (years)

Employee turnover rate (%)*1

Number of employees taking
parental leave

Male
FemaleMale
FemaleMale
FemaleVoluntary
leave

Male
FemaleMale employee parental leaveacquisition rate (%)*3
Ratio of returnees from parental
leave (%)
Number of employees taking
nursing care leave
Days of paid holiday taken
Taken paid holiday ratio (%)
Average overtime hours/month
Number of unionized employees*4

MaleFemaleMale
FemaleNumber of female managers

Ratio (%)

- Female general and higher-level
managers

Ratio (%)

Number of female corporate
officers

Ratio (%)

Number of female board members- Female board members (internal)- Female board members(external)
Number of new hires

Ratio (%)
Ratio (%)
Ratio (%)
Male
Female

325
10.1
80
7.4
2
4.1
2
16.7
0
2
28.6
1,479
1,296
183

2020
334
10.4
92
8.6
2
3.9
2
16.7
0
2
28.6
828
715
113

331
10.3
92
8.5
2
3.9
2
16.7
0
2
28.6
986
860
126

*1 Employee turnover rate includes retirement.
*2 Average annual salary for employees includes bonuses and overtime pay.
*3 Ratio of male employees taking parental leave:(Numerator) Number of male employees who take parental leave at least 1 day in the year.
(Denominator) Number of male employees whose spouses give birth in the year.
*4 Number of unionized employees includes full-time employees, Senior Partners (reemployment
after retiring) and contract employees. Number of unionized employees includes those of
Nissan Motor Kyushu.

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Contents
Corporate Overview

Corporate direction
Environmental Data

Environmental
Social Data

Consolidated Basis

Governance Data

SocialEditorial Policy

（FY）

2019

2020

2021

Consolidated number of
employees*

136,134(22,761)

131,461(16,092)

134,111(15,743)

Japan

58,13458,57760,145

North America

36,14835,12036,969Europe14,824

13,891

12,826

Asia

21,02318,74518,367

Other countries

6,005

5,128

5,804

Consolidated* Numbers in brackets represent part-time employees not included in the consolidated number of
employees.

Trade union
Most of the companyʼs employees are affiliated with the Nissan Motor
Workersʼ 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 Workersʼ Unions. The labor
management relations of the company are stable, and the number of union
members was 26,108 including those of Nissan Motor Kyushu as of March
31, 2022. At most domestic Group companies, employees are affiliated with
their respective trade unions on a company basis, and the governing bodyis the All Nissan and General Workers Unions. At foreign Group companies,
employeesʼ rights to select their own trade unions are respected according
to the relevant labor laws and labor environment in each country. Countries
with unionized operations (only countries with consolidated vehicle assemblyplant) is 70% (7/10 countries).

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

Traffic Safety
Enhancements to Nissanʼs Safety Technology andExternal Ratings Received
Intelligent Emergency Braking* is available on nearly all vehicle categories
sold in Japan, including EVs and commercial vehicles, and standard on all
major models. In North America and Europe also, Intelligent Emergency
Braking is available on key models.
Our vehicles have earned high safety ratings on many public andgovernmental tests held in various regions. In particular in Japan, fromfiscal 2020 JNCAP (Japan New Car Assessment Program) commenced
comprehensive assessments in its “Car Safety Performance” evaluations
encompassing the three assessment areas of collision performance ratings,
preventative safety performance ratings, and automatic accident emergency
call devices. To receive the highest score of five stars, high scores mustbe achieved in each assessment area (automatic accident emergency calldevices are a fitment requirement). Following on from the Nissan DAYZ in
fiscal 2020, in “Car Safety Performance 2021” for fiscal 2021 the Nissan
ROOX, Note/Note Aura, and Nissan Kicks received five stars, a testament
to their overall safety performance. 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, thescope of devices subject to this system was expanded, and by fiscal 2021
10 models and 29 types equipped with intelligent emergency braking andpedal misapplication prevention devices (Nissan DAYZ, Nissan ROOX,
Note, Serena, Nissan LEAF, March, Clipper series, and Elgrand) had been
approved.
*Automatic Emergency Braking in North America

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Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Major External Safety Ratings (Based on 2021 Assessments)

Diversity and Inclusion

Regions

Ratio of Women in Management Positions

Japan

External Assessments
JNCAP*1
Car Safety Performance 2021

NCAP*2U.S.

IIHS*3
EuropeEuro NCAP

ModelsRatingNissan ROOX

5★ (Highest score)Note/Note Aura

5★ (Highest score)

Nissan Kicks

5★ (Highest score)

Nissan LEAF, Nissan LEAF
Plus, Murano, Altima, Maxima,
Sentra,Versa, INFINITI QX50

5★
Overall Rating(2022 model year)

TITAN (Crew Cab), Rogue,
Nissan Kicks

4★
Overall Rating(2022 model year)

Quick Guide
For Investors

14.9
10.3
（8.5% general manager or higher）

Maxima, Altima, Rogue, Murano 2022 Top Safety Pick+
Sentra2022 Top Safety Pick

Qashqai

5★

（Year）

Nissan（Global）

Nissan（Japan）*1 JNCAP: Japan New Car Assessment Program. An automobile assessment program runby the Ministry of Land, Infrastructure, Transport and Tourism and the National Agency for
Automotive Safety and Victimsʼ Aid (NASVA)*2 NCAP: U.S. National Highway Traffic Safety Administrationʼs New Car Assessment Program*3 IIHS: U.S. Insurance Institute for Highway Safety

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Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

Nissanʼs Awards for Diversity *
Year

Award

Sponsor

2022

Best Places to Work LGBTQ+ 2022
(For the third consecutive year)*1

Human Rights Campaign (Mexico)2021

Gold Award in PRIDE Index(For the fifth consecutive year)

Work with Pride2021

Americaʼs Top Corporations for Womenʼs
Business Enterprises (WBEs) *2

Womenʼs Business Enterprises
National Council (WBENC) (U.S.)

2021

Regional Automotive Corporation of the Year*2

Southern Region Minority Supplier
Development Council. Inc. (U.S.)

2021

Top 100 Ideal Employer for Interns(For the sixth consecutive year)*3

The Canadian Universum Survey(Canada)2021

Great Place to Work®
(For the third consecutive year)*3

Great Place to Work® Institute(Canada)2021

Pride 365 Certification*4InterPride (UK)2017

Perfect Score (100) in Corporate Equality
Index (For the fifth consecutive year)*2

Human Rights Campaign（U.S.）

2017

Level-three Eruboshi accreditation

Kanagawa Labor Bureau, Ministry of
Health, Labour and Welfare (MHLW)

2017

Nadeshiko Brand(For the fifth consecutive year)

Ministry of Economy, Trade andIndustry(METI) and Tokyo Stock
Exchange(TSE)2015

Incentive prize, Empowerment Award

Japan Productivity Center

2015

Platinum Kurumin Mark

Kanagawa Labor Bureau, MHLW

2015

Prize for excellence, 15th Telework Promotion
AwardsJapan Telework Association

2015

Japanʼs Minister of State for Special Missions
Prize, Advanced Corporation Awards for the
Promotion of Women

Gender Equality Bureau, Cabinet
Office2014

DiversityInc Top 25 Noteworthy Companies for
Diversity & Inclusion*2

DiversityInc (U.S.)

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 NR Finance Mexico.
*2 Awarded to Nissan North America, Inc. (NNA).
*3 Awarded to Nissan Canada, Inc. (NCI).
*4 Awarded to NISSAN MOTOR (GB)LIMITED (NMGB).

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Contents
Corporate Overview

Corporate direction
Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

Product Safety and Quality

Human Resource Development

Recalls in FY 2021*1

Training Program Achievements at Nissan Motor Co., Ltd.
Performance Indicators forTraining Programs

Number of Recalls

Recalled Vehicles(1,000 units)

Japan

11

504

North America

25

3,149

Europe

956

Hours per learner

Other

20

381

Global

47*2

4,090

Country/Region*1 Since they are source from internal data, these figures may differ from data published bygovernment authorities.
*2 The total number of recalls is calculated by counting each recall measure as one case;therefore, the aggregate number of recalls by country/region does not sum to the global total.

FY2019FY2020

FY2021

Number of learners

330,784

304,225

395,448

Total hours of training

549,490

250,251

328,783

24.3

11.1

14.3

Learner satisfaction (out of 5)

over 4.2

over 4.2

over 4.2

Investment per employee (¥)

83,00064,00067,000The fiscal year labels in previous reports had been incorrect, and they havebeen fixed in this report.

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Corporate Overview

Corporate direction
Environmental Data

Environmental
Social Data

Governance Data

Contributing to Local Communities

SocialEditorial Policy

Data / Index

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

Breakdown of FY2021 Global Social Contributions
Philanthropic
activities

Monetary
donationsIn-kinddonations(cash
equivalent)

Sponsorships,
etc.

Total

Amount(¥ million)

739

1,112

230

191

2,272

% of total

32.5

49.0

10.1

8.4

100

Social Contribution Achievements in FY2021
Global social contributions (FY2021): ¥2.27 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

GovernanceDonations fordisaster relief

Disaster

Contribution in FY2020

Emergency aid toHenan Province(especially
Zhengzhou area) to
support their flood
relief and recovery
efforts (China)• Nissan Motor Co., Ltd.， Nissan （China）
Investment Co., Ltd. and Dongfeng MotorCo., Ltd. have donated a total of 19.5
million RMB to Red Cross Society of China
Zhengzhou and provided rescue vehicles andequipment.

Nissan lights
up communities
affected by Typhoon
Rai with the LEAF
(Philippines)

Support for flood
victims in Sukhothai,
Chaiyaphum andLopburi provinces(Thailand)• Nissan used the LEAFʼs vehicle-to-load(V2L) technology together with Power Mover
units for power outages due to disasters andhelped distressed communities in Cebu andTacloban.
• Nissan Philippines has collaborated withthe local Navara car club, the Navara
Nation, to distribute essential relief goods
to communities that were affected by thetyphoon.
• A Nissan Care For You caravan was formed
together with the media, Nissan customers
and Nissan executives to provide 9,000
bottles of drinking water, 5,000 masks,
canned food and other daily necessities toflood victims in the Sukhothai, Chaiyaphum,and Lopburi provinces.

<Other Emergency Humanitarian Assistance>
Assistance for the humanitarian crisis in Ukraine: Donation of 1 million euros
to non-profit organizations the Red Cross and Japan Platform.

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Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

Governance Data
Overview of Corporate Governance (as of March 31, 2022)
Organization form

Company with three statutory committees

Chairperson of the Board of Directors

Independent outside director

Number of directors

7

Number of female directors

2
Independent outside director

Number of directors

6

Number of independent outside directors

5

Number of female directors

1

Chairperson of the Compensation Committee

Independent outside director

Number of directors

4

Number of independent outside directors

4

Number of female directors

2

Chairperson of the Audit Committee

Board of Directors

12

Number of independent outside directors

Chairperson of the Nomination Committee

Status of Attendance at Meetings of the Board of Directors andCommittees in FY 2021 (April 2021 through March 2022)

Nomination
Committee

Committee

Compensation
Committee
Audit
Committee

Number of times Board of Directors
meetings were convened

14

Average attendance ratio per meeting

98.8%

Number of times Nomination Committee
meetings were convened

7

Average attendance ratio per meeting

97.6%

Number of times Compensation Committee
meetings were convened

12

Average attendance ratio per meeting

100%

Number of times Audit Committee meetings
were convened

15

Average attendance ratio per meeting100%* Click here for more information on Corporate Governance.
https://www.nissan-global.com/EN/SUSTAINABILITY/GOVERNANCE/

Independent outside director

Number of directors

5

Number of independent outside directors

4

Number of female directors

1* Click here for more information on Corporate Governance.
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Corporate Overview

Corporate direction
Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

Editorial Policy
Sustainability Report 2022 Editorial Policy

Scope of the Report

Nissan publishes an annual Sustainability Report as a way of sharing
information on its sustainability-related activities with stakeholders. This
yearʼs report introduces Nissanʼs sustainability strategy Nissan Sustainability
2022 adopted in June 2018, its management , and the results achieved
in fiscal 2021 in terms of 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 basisof potential impact on our business activities and level of interest fromstakeholders. Potential impact on our business activities is evaluatedwith reference to previously recognized issues as well as CSR guidelines
and trends and global current events inside and outside the automobile
industry. Stakeholder interest is evaluated based on interviews conducted
as necessary with both internal and external stakeholders and analyses
provided by external consultants.

Period Covered: The report covers fiscal 2021 (April 2021 to March
2022); content that describes efforts outside this period is indicated in therespective sections.
Organization: Nissan Motor Co., Ltd., subsidiaries and affiliated companies in
the Nissan Group.

Referenced Reporting Guidelines
This report has been prepared in accordance with the GRI Standards: Core
option. We provide specific GRI indicators within the report as well as a GRI
content index.

Date of Previous Report
Sustainability Report 2021, issued July 30, 2021.

Reporting Cycle
Annually since 2004

Third-Party Assurance
For more information on the third-party assurance.
>>> P083

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Contents
Corporate Overview

Corporate direction
Environmental Data

Environmental
Social Data

Governance Data

Forward-Looking Statements
This Sustainability Report contains forward-looking statements on Nissanʼsfuture plans and targets and related operating investment, product planningand production targets. There can be no assurance that these targets andplans will be achieved.
Achieving them will depend on many factors, including not only Nissanʼsactivities and development but also the dynamics of the automobile industry
worldwide, the global economy and changes in the global environment.

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

Our Related Websites
CORPORATE INFORMATION
https://www.nissan-global.com/EN/COMPANY/PROFILE/SUSTAINABILITY
https://www.nissan-global.com/EN/SUSTAINABILITY/TECHNOLOGY
https://www.nissan-global.com/EN/INNOVATION/TECHNOLOGY/For Further Information
Nissan Motor Co., Ltd.
Sustainability Development Department
Email: NISSAN_SR@mail.nissan.co.jp

IRhttps://www.nissan-global.com/EN/IR/PRODUCTS（GLOBAL）

Sustainability Report 2022

https://www.nissan-global.com/EN/INNOVATION/BRAND/

Publication Date: July 29, 2022

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Corporate Overview

Corporate direction
Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

TCFD CONTENT INDEX
Governance
Details of Four Thematic Areas

Recommended Disclosuresa) Describe the boardʼs oversight of climate-related risks and opportunities.

Disclose the organizationʼsgovernance around climate-relatedrisks and opportunities.

b) Describe managementʼs role in assessing and managing climate-relatedrisks and opportunities

Disclosures in Sustainability report
P029

Global Environmental Management Framework and Governance System

P034

Toward a Carbon-Neutral Society

P019

Internal Efforts to Promote Sustainability

P029

Global Environmental Management Framework and Governance System

P034

Toward a Carbon-Neutral Society

P173

Compensation Committee's Main Activities in Fiscal 2021

Strategy
Details of Four Thematic Areas

Recommended Disclosuresa) Describe the climate-related risks and opportunities the organization
has identified over the short, medium, and long term.
Disclose the actual and potential
impacts of climate-related risks andopportunities on the organizationʼsbusinesses, strategy, and financialb) Describe the impact of climate-related risks and opportunities on theorganizationʼs businesses, strategy, and financial planning.

planning where such information ismaterial.
c) Describe the resilience of the organizationʼs strategy, taking into
consideration different climate-related scenarios, including a 2 °C orlower scenario.

Disclosures in Sustainability report
P026

Nissanʼs Understanding of Environmental Issues

P027

Nissanʼs Strategic Approach to Environmental Issues

P034

Strategy for Addressing Climate Change

P036

Climate Change Scenario Analysis to Strengthen Strategies for 2050 Society

P031

NGP2022 Key Issues and Challenges (Climate Change)

P034

Toward a Carbon-Neutral Society

P036

Climate Change Scenario Analysis to Strengthen Strategies for 2050 Society

P039

Product Initiatives

P051

Corporate Activity Initiatives

P002

Nissan Ambition 2030

P006

CSO Message

P034

Toward a Carbon-Neutral Society

P036

Climate Change Scenario Analysis to Strengthen Strategies for 2050 Society

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Corporate Overview

Corporate direction
Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

Risk Management
Details of Four Thematic Areas

Recommended Disclosuresa) Describe the organizationʼs processes for identifying and assessing
climate-related risk
Disclose how the organization
identifies, assesses, and manages
climate-related risks.

b) Describe the organizationʼs processes for managing climate-related risks

Disclosures in Sustainability report
P027

Nissanʼs Strategic Approach to Environmental Issues

P029

Global Environmental Management Framework and Governance System

P031

NGP2022 Key Issues and Challenges (Climate Change)

P036

Climate Change Scenario Analysis to Strengthen Strategies for 2050 Society

P027

Nissanʼs Strategic Approach to Environmental Issues

P029

Global Environmental Management Framework and Governance System

P031

NGP2022 Key Issues and Challenges (Climate Change)

P029

Global Environmental Management Framework and Governance Systemc) Describe how processes for identifying, assessing, and managing
climate-related risks are integrated into the organizationʼs overall risk
management.

Metrics and Targets
Details of Four Thematic Areas

Recommended Disclosuresa) Disclose the metrics used by the organization to assess climate-relatedrisks and opportunities in line with its strategy and risk management
process

Disclose the metrics and targets
used to assess and manage
relevant climate-related risks andopportunities, where such informationb) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas(GHG) emissions, and the related risks.

is material.
c) Describe the targets used by the organization to manage climate-relatedrisks and opportunities and performance against targets.

Disclosures in Sustainability report
P017

Sustainability Vision and Contribution to SDGs

P027

Nissanʼs Strategic Approach to Environmental Issues

P031

NGP2022 Key Issues and Challenges (Climate Change)

P034

Toward a Carbon-Neutral Society

P054

Carbon Footprint of Corporate Activities

P201

Carbon Footprint

P204

Scope 3 Emissions by Category

P017

Sustainability Vision and Contribution to SDGs

P031

NGP2022 Key Issues and Challenges (Climate Change)

P039

Product Initiatives

P051

Corporate Activity Initiatives

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Corporate direction

Corporate Overview

Environmental

Environmental Data

Social Data

Governance Data

SocialEditorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

SASB Content Index TRANSPORTATION SECTOR ：Automobiles
Sustainability Accounting and Accounting Metrix
TOPIC

Product Safety

Labor Practices

Fuel Economy & Usephase Emissions

Materials Sourcing

Materials Efficiency &Recycling

ACCOUNTING METRICPROVISIONALMETRIC CODE

Percentage of vehicle models rated by NCAP programs with an overall 5-starsafety rating, by region
Number of safety-related defect complaints, percentage investigated

TR-AU-250a.2

Number of vehicles recalled

TR-AU-250a.3

TR-AU-250a.1

RESPONCE
P103
P219
P125
P130
P221

Enhancements to Nissanʼs Safety Technology and External Ratings Received
Major External Safety Ratings (Based on 2021 Assessments)
Product Safety and Quality Management
Fair and Prompt Response to Material Quality Issues
Recalls in FY 2021

Percentage of active workforce covered under collective bargaining
agreements（1）
Number of work stoppages and（2）
total days idle
Percentage of active workforce covered under collective bargaining
agreements

TR-AU-310a.1

P217 Employee Data

TR-AU-310a.2

ーTR-AU-410a.1

P196 Corporate Average Fuel Economy in Japan/United States/Europe/China

Number of (1) zero emission vehicles (ZEV) , (2) hybrid vehicles, (3) plug-in
hybrid vehicles soldTR-AU-410a.2

Discussion of strategy for managing fleet fuel economy and emissions risks
and opportunities

TR-AU-410a.3

Description of the management of risks associated with the use of criticalmaterials

TR-AU-440a.1

Total amount of waste from manufacturing, percentage recycled

TR-AU-440b.1

Weight of end-of-life material recovered, percentage recycled

TR-AU-440b.2

Average recyclability of vehicles soldTR-AU-440b.3

P197
P197
P198
P031
P034
P036
P039

Revenue, Global Sales Volume and Production Volume Data
Powertrain Type Ratios (Shipment-Based)
EVs, Hybrid Electric Vehicles
NGP2022 Key Issues and Challenges
Toward a Carbon-Neutral Society
Climate Change Scenario Analysis to Strengthen Strategies for 2050 Society
Product Initiatives

P138 Responsible Minerals Sourcing
P055
P077
P208
P215
P068
P070
P207

Next-Generation Vehicle Manufacturing Concept: Nissan Intelligent Factory

Waste
Environmental Data：Waste
Environmental Data：Input／Output
Resource Dependency Management
Initiatives to Expand Use of Recycled Materials (Resins)
Resource Dependency: Achievements in Reuse

Click here for more information on the status of recycling, etc. in fiscal 2020 based on the End-of-life Vehicle
Recycling Law (Japanese only)
https://www.nissan-global.com/JP/SUSTAINABILITY/ENVIRONMENT/A_RECYCLE/R_FEE/
SAISHIGEN/
P071 End-of-Live Vehicle Recycling
P207 Resource Dependency: Achievements in Reuse

Activity metrics
TOPIC

PROVISIONALMETRIC CODE

Number of vehicles manufactured

TR-AU-000.A

Number of vehicles manufactured

TR-AU-000.B

RESPONCE
P194
P197
P215
P194
P197

Global Sales Volume and Production Volume
Environmental Data：Revenue, Global Sales Volume and Production Volume Data
Environmental Data：Material Balance
Global Sales Volume and Production Volume
Environmental Data：Revenue, Global Sales Volume and Production Volume Data
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Contents

Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

Governance Data

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

Data / Index
GRI Content Index

Quick Guide
For Investors

GRI CONTENT INDEX
General Disclosures
GRI
Standard

Disclosure

Reference

Organizational profile
102-1

102-2

102-3

102-4

102-5

102-6

Name of the organization

P193

Location of headquarters

P193

Ownership and legal form

Markets served

GRI
Standard

Disclosure102-11

Precautionary Principle orapproachP002, P017, P034, P036,
P063, P099, P160

102-12External initiatives

P010, P016, P027, P034,
P098, P145

102-13

Membership of associations

P093, P145

102-14

Statement from seniordecision-maker

P003, P006, P009

102-15Key impacts, risks, andopportunities

P002, P034, P036, P095,
P096, P138, P165

Reference

Reason for Omission /Explanation

Outline of Company

Activities, brands, products,
and services

Location of operations

Reason for Omission /Explanation

Strategy

Facilities in Japan
Facilites Overseas

Outline of Company

Ethics and integrity
102-16

Values, principles,standards, and norms of
behavior

P002, P012, P025, P096,
P165, P182

102-17

Mechanisms for advice andconcerns about ethics

P098, P184

102-18Governance structureP166102-19Delegating authority

P177

102-20Executive-level
responsibility for economic,
environmental, and social
topics

P006, P019, P029

P194

102-7

Scale of the organization

P193, P194, P217

102-8

Information on employees
and other workers

P217

102-9

Supply chain

P133, P138

102-10Significant changes to theorganization and its supply
chain

Not applicable

Governance

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Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

GRI
Standard

Disclosure102-21

Consulting stakeholders on
economic, environmental,
and social topics

P013, P020, P091

102-22Composition of the highest
governance body and its
committees

P166, P217, P223

Reference

102-23Chair of the highest
governance body102-24

Nominating and selecting
the highest governancebody

P170, P172

102-25

Conflicts of interest

P178

102-26

Role of highest governancebody in setting purpose,values, and strategy

P019, P166

Collective knowledge ofhighest governance bodyP019, P168

102-28

Evaluating the highest
governance bodyʼsperformance

P009, P019, P166, P173

102-29Identifying and managing
economic, environmental,
and social impacts

P012, P017, P026, P031,
P034, P036, P099, P165,
P179

Effectiveness of risk
management processes

P174, P179

102-31

Review of economic,
environmental, and social
topicsP019, P028, P031

102-32Highest governancebodyʼs role in sustainability
reportingP019

102-27102-30Governance Data

Reason for Omission /Explanation

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

GRI
Standard

Disclosure

Data / Index
GRI Content Index

Reference

102-33

Communicating criticalconcerns

P165, P179

102-35

Remuneration policies

P019, P173

102-36

Process for determining
remuneration

Corporate Governance Report102-37

Stakeholdersʼ involvement
in remuneration

P009, P166, P170

Quick Guide
For Investors

Reason for Omission /Explanation

P019
Corporate Governance Report

Stakeholder engagement102-40

List of stakeholder groups

P020, P091

102-41

Collective bargaining
agreements

P217

102-42

Identifying and selecting
stakeholders

P020, P091

102-43

Approach to stakeholder
engagement

P012, P020, P091

102-44

Key topics and concerns
raised

P020, P093

Reporting practice102-45

Entities included in the
consolidated financial
statements

P224

102-46

Defining report content andtopic Boundaries

P224

102-47

List of material topics

P012

102-48

Restatements of
information

P225

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Contents

Corporate direction

Corporate Overview

Environmental Data

GRI
Standard

Disclosure102-49Changes in reporting

102-50

Reporting periodSocial Data

Reference

Reason for Omission /Explanation

SocialEditorial Policy

Governance

TCFD Content Index SASB Content Index

GRI
Standard

Disclosure

Data / Index
GRI Content Index

Reference

Quick Guide
For Investors

Reason for Omission /Explanation

GRI 201：Economic Performance 2016
201-1

Direct economic value
generated and distributed

P162, P222

201-2

Financial implications
and other risks andopportunities due toclimate change

P034, P036, P037

201-3

Defined benefit plan
obligations and otherretirement plans

Financial Information as ofMarch 31, 2022； P107

P224

Date of most recent report

P224

102-52

Reporting cycle

P224

102-53

Contact point for questions
regarding the report

P225

102-54Claims of reporting inaccordance with the GRI
Standards
GRI content index

Governance Data

P198, P204

102-51

102-55

Environmental

GRI 203：Indirect Economic Impacts 2016
203-1

Infrastructure investments
and services supported

P034, P039, P160

203-2

Significant indirect
economic impacts

P034, P039, P162, P222

P224

P229

GRI 205：Anti-corruption 2016102-56External assurance

P083, P224

Economic
GRI
Standard

Disclosure

Reference

GRI 103：Management Approach 2016
103-1

Explanation of the material
topic and its Boundary

P012, P034, P037, P133,
P138, P165, P179

103-2

The management approachand its components

103-3

Evaluation of the
management approach

Reason for Omission /Explanation

205-1

Operations assessed forrisks related to corruption

P183

205-2

Communication andtraining about anticorruption policies andprocedures

P184

GRI 207：Tax 2019
207-1

Approach to tax

P189

P017, P020, P029, P041,
P098, P136, P138, P179,
P184, P187

207-2

Tax governance, control,
and risk management

P189

P019, P026, P033, P099,
P136, P138

207-3

Stakeholder engagement
and management ofconcerns related to tax

P189

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Contents

Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

Governance Data

Environmental
GRI
Standard

SocialEditorial Policy

TCFD Content Index SASB Content Index

GRI
Standard

Disclosure

Reference

GRI 103：Management Approach 2016

Reason for Omission /Explanation

Governance

Disclosure

Data / Index
GRI Content Index

Reference

303-1

Interactions with water as ashared resource

P078, P079

103-1

Explanation of the material
topic and its Boundary

P017, P019, P029, P041,
P052, P063, P064, P068,
P079, P085

303-2

Management of water
discharge-related impacts

P079, P081

103-2

The management approachand its components

103-3

Evaluation of the
management approach

P019, P041, P052, P065,
P077, P079, P085

303-3

Water withdrawal

P080, P081, P210

303-4

Water discharge

P081, P210, P211

305-5

Water consumption

P081, P211

301-1

Materials used by weight orvolume

P215

301-2

Recycled input materials
usedP066, P207

Reclaimed products andtheir packaging materials

P066, P207

301-3

Reason for Omission /Explanation

GRI 303：Water and Effluents 2018

P012, P013, P014, P027,
P034, P039, P051, P063,
P067, P078

GRI 301：Materials 2016

Quick Guide
For Investors

GRI 304：Biodiversity 2016

GRI 302：Energy 2016

304-1

Operational sites owned,
leased, managed in, or
adjacent to, protectedareas and areas of highbiodiversity value outside
protected areas

P027

304-2

Significant impacts ofactivities, products, andservices on biodiversity

P027

304-3

Habitats protected or
restored

P027

304-4

IUCN Red List species
and national conservation
list species with habitats
in areas affected byoperations

P027

P051, P053, P200, P201,
P215

302-1

Energy consumption within
the organization

302-2

Energy consumption
outside of the organization

P060, P203, P204

302-3

Energy intensity

P200, P201

302-4

Reduction of energy
consumption

P051, P053, P200, P201

302-5

Reductions in energy
requirements of products
and services

P039, P040, P051, P195

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Corporate Overview

GRI
Standard

Environmental Data

Disclosure

Environmental
Social Data

Reference

Governance Data

Reason for Omission /Explanation

GRI 305：Emissions 2016
Direct (Scope 1) GHG
emissions

P054, P201

305-2

Energy indirect (Scope 2)
GHG emissions

P054, P201

305-3

Other indirect (Scope 3)
GHG emissions

P054, P201, P204

305-4

GHG emissions intensity

P054, P202

305-5

305-6

Emissions of ozonedepleting substances
(ODS)

305-7

Nitrogen oxides (NOx),sulfur oxides (SOx),
and other significant air
emissions

TCFD Content Index SASB Content Index

GRI
Standard

307-1

Disclosure

Data / Index
GRI Content Index

Reference

Quick Guide
For Investors

Reason for Omission /Explanation

Information unavailable:
We have not collected
the data requested.

P065, P090, P205, P214

Waste generation andsignificant waste-related
impacts

P068, P076

306-2

Management of significant
waste-related impacts

P067, P068

306-3

Waste generated

P077, P208

306-4

Waste diverted from
disposal

P077, P207, P208

306-5

Waste directed to disposal

P077, P208, P209

Non-compliance withenvironmental laws andregulations

P087

GRI 308：Supplier Environmental Assessment 2016308-1

New suppliers thatwere screened using
environmental criteria

P091, P133, P136

308-2

Negative environmental
impacts in the supply chain
and actions taken

P091

P039, P051, P052, P201

GRI 306：Waste 2020
306-1

Editorial Policy

Governance

GRI 307：Environmental Compliance 2016

305-1

Reduction of GHG
emissionsSocialSocialGRI
Standard

Disclosure

Reference

Reason for Omission /Explanation

GRI 103：Management Approach 2016

103-1

Explanation of the material
topic and its Boundary

P012, P013, P014, P095,
P096, P102, P108, P109,
P124, P125, P140, P145,
P147, P151, P160

103-2

The management approachand its components

P017, P019, P095, P098,
P102, P109, P125, P140,
P145, P148, P152, P161

103-3

Evaluation of the
management approach

P019, P098, P103, P109,
P111, P125, P136, P140,
P146, P148, P153, P162,
P220

GRI 401：Employment 2016

401-1

New employee hires andemployee turnoverP217

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Contents

Corporate direction

Corporate Overview

GRI
Standard

Environmental Data

Environmental
Social Data

Disclosure

Reference

GRI 402：Labor/Management Relations 2016
402-1

Minimum notice periods
regarding operationalchanges

P145

Governance Data

Reason for Omission /Explanation

SocialEditorial Policy

TCFD Content Index SASB Content Index

GRI
Standard

Occupational health andsafety management system

P152

403-2

Hazard identification, risk
assessment, and incident
investigation

P152, P153

403-3

Occupational healthservices

P152, P153

403-4

Worker participation,
consultation, andcommunication on
occupational health andsafetyP151, P152

Worker training on
occupational health andsafety

P153

403-5

Promotion of worker health

GRI Content Index

Reference

404-1

Average hours of training
per year per employee

P144, P221

404-2

Programs for upgrading
employee skills andtransition assistanceprograms

P140

404-3

Percentage of employees
receiving regularperformance and careerdevelopment reviews

P140

Quick Guide
For Investors

Reason for Omission /Explanation

GRI 405：Diversity and Equal Opportunity 2016405-1

Diversity of governancebodies and employees

P108, P170, P217, P219,
P223

405-2

Ratio of basic salary andremuneration of women to
men

P217

GRI 406：Non-discrimination 2016
406-1

403-6

Disclosure

Data / Index

GRI 404：Training and Education 2016

GRI 403：Occupational Health and Safety 2018
403-1

Governance

Incidents of discriminationand corrective actions taken

No report applicable to2021

P152, P153
GRI 407：Freedom of Association and Collective Bargaining 2016

403-7

403-9

Prevention and mitigationof occupational healthand safety impacts
directly linked by business
relationships

P153

Work-related injuries

P153

407-1

Operations and suppliers inwhich the right to freedomof association and collective
bargaining may be at risk

No report applicable to2021

GRI 408：Child Labor 2016
408-1

Operations and suppliers at
significant risk for incidents
of child labor

No report applicable to
2021

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Contents

Corporate direction

Corporate Overview

GRI
Standard

Environmental Data

Environmental
Social Data

Disclosure

Reference

Governance Data

Reason for Omission /Explanation

GRI 409：Forced or Compulsory Labor 2016409-1

Operations and suppliers at
significant risk for incidents
of forced or compulsory
labor

No report applicable to2021

Incidents of violations
involving rights ofindigenous peoples

Operations that havebeen subject to humanrights reviews or impact
assessments

412-2

Employee training on
human rights policies orprocedures

TCFD Content Index SASB Content Index

GRI
Standard

Disclosure

Data / Index
GRI Content Index

Reference

Quick Guide
For Investors

Reason for Omission /Explanation

416-1

Assessment of the healthand safety impacts ofproduct and service
categories

P103, P125, P218, P219,
P221

GRI 417：Marketing and Labeling 2016
No report applicable to2021

GRI 412：Human Rights Assessment 2016

412-1

Editorial Policy

Governance

GRI 416：Customer Health and Safety 2016

GRI 411：Rights of Indigenous Peoples 2016411-1

Social417-1

Requirements for productand service information andlabeling

P103

GRI 418：Customer Privacy 2016

418-1

P099, P100

Substantiated complaints
concerning breaches ofcustomer privacy and lossesof customer data

P181

GRI 419：Socioeconomic Compliance 2016
P101
419-1

GRI 413：Local Communities 2016413-1

Operations with local
community engagement,
impact assessments,
and development programs

Information unavailable:
We have not collected
the data requested.

413-2

Operations with significant
actual and potential
negative impacts on local
communities

Information unavailable:
We have not collected
the data requested.

Non-compliance with laws
and regulations in the socialand economic area

P182, P183, P184, P187,
P189

GRI 414：Supplier Social Assessment 2016414-1

New suppliers that werescreened using social
criteria

P133, P136, P138

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Contents

Corporate direction

Corporate Overview

Environmental Data

Environmental
Social Data

SocialGovernance Data

Editorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

QUICK GUIDE FOR INVESTORS
Key
Areas

Topics

Policies and Philosophy

Management

Initiative

Environmental

Environmental Policy &Management Systems•Environmental Policies and Philosophy
P025•Global Environmental Management
Framework and Governance System
P029

Toward a Carbon-Neutral
Society•Toward a Carbon-Neutral Society
P034•Climate Change Scenario Analysis toStrengthen Strategies for 2050 Society
P036•Nissanʼs Steps to Reduce CO2 Emissions P034
•Efforts at Every Link in the Value Chain P035

GHG / Products•Climate Change (Product Initiatives):
Policies and Philosophy for ProductInitiatives P039

•Climate Change (Product Initiatives):
Managing actions through Products
P041•Climate Change (Product Initiatives): Achievements P042
•Climate Change (Product Initiatives): Initiatives for Partnerships withSociety P048
•ESG Data (Environmental Data): Climate Change (Products) P195

GHG / Corporate
Activities•Climate Change (Corporate Activity
Initiatives): Policies and Philosophy for
Corporate Activity Initiatives P051

•Climate Change (Corporate Activity
Initiatives): Management of Corporate
Activity Initiatives P052

•Climate Change (Corporate Activity Initiatives): Achievements P052
•ESG Data (Environmental Data): Climate Change (Corporate Activities)
P199

Energy Consumption•Climate Change (Corporate Activity
Initiatives): Policies and Philosophy for
Corporate Activity Initiatives P051

•Climate Change (Corporate Activity
Initiatives): Management of Corporate
Activity Initiatives P052

•Climate Change (Corporate Activity Initiatives): Achievements P052
•ESG Data (Environmental Data): Climate Change (Corporate Activities)
P199•Climate Change (Product Initiatives):
Policies and Philosophy for ProductInitiatives P039
•Strengthening Our Business Foundations
to Address Environmental Issues:
Lifecycle Assessment to Reduce
Environmental Impact P088

•Climate Change (Product Initiatives):
Managing actions through Products
P041•Strengthening Our Business Foundations
to Address Environmental Issues:
Lifecycle Assessment to Reduce
Environmental
Impact P088

•Climate Change (Product Initiatives): Achievements P042
•Climate Change (Product Initiatives): Accelerating the Advancement andPromotion of Electrification Technologies P043
•Climate Change (Product Initiatives):Initiatives for Partnerships with Society
P048•Strengthening Our Business Foundations to Address Environmental Issues:
Lifecycle Assessment to Reduce Environmental Impact P088
•ESG Data (Environmental Data): Climate Change (Products) P195
•ESG Data (Environmental Data): Strengthening Our Business Foundations
to Address Environmental Issues P213

Environmental
Responsibility in Productー*Click here for the TCFD Content Index.
>>> P226SUSTAINABILITY REPORT 2022

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Corporate Overview

Environmental Data

Key
Areas

TopicsEnvironmental
Social Data

SocialGovernance Data

Policies and Philosophy

Editorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

Management

GRI Content Index

Quick Guide
For Investors

Initiative

Environmental

Clean Tech

•Climate Change (Product Initiatives):
Policies and Philosophy for ProductInitiatives P039

•Climate Change (Product Initiatives):
Managing actions through Products
P041•Strengthening Our Business Foundations
to Address Environmental Issues:Life Cycle Assessment to Reduce
Environmental Impact P088

•Climate Change (Product Initiatives): Achievements P042
•Climate Change (Product Initiatives): Accelerating the Advancement andPromotion of Electrification Technologies P043
•ESG Data (Environmental Data): Climate Change (Products) P195

Effective Utilization of
Resources•Resource Dependency: Resource
Dependency Policies and Philosophy
P067•Strengthening Our Business Foundations
to Address Environmental Issues:Life Cycle Assessment to Reduce
Environmental Impact P088

•Resource Dependency: Resource
Dependency Management P068
•Strengthening Our Business Foundations
to Address Environmental Issues:Life Cycle Assessment to Reduce
Environmental Impact P088

•Resource Dependency: Achievements P069
•Strengthening Our Business Foundations to Address Environmental Issues:Life Cycle Assessment to Reduce Environmental Impact P088
•ESG Data (Environmental Data): Resource Dependency (Reuse) P207

Pollution•Air Quality: Air Quality Policies andPhilosophy P063

•Improving In-Cabin Air Quality P064
•Reducing VOC Emissions from
Production P064

•Air Quality: Achievements P065
•ESG Data (Environmental Data): Air Quality P205

Waste Materials•Resource Dependency: Resource
Dependency Policies and Philosophy
P067•Strengthening Our Business Foundations
to Address Environmental Issues:Life Cycle Assessment to Reduce
Environmental Impact P088

•Resource Dependency: Resource
Dependency Management P068
•Strengthening Our Business Foundations
to Address Environmental Issues:Life Cycle Assessment to Reduce
Environmental Impact P088

•Resource Dependency: Achievements in Waste Reduction P076
•ESG Data (Environmental Data): Resource Dependency (Facility Waste)
P208

Use of Water Resources•Water Scarcity: Policies and Philosophy
for Water Resource Management P078

•Water Scarcity: Water Resource
Management P079

•Water Scarcity: Water Resource Achievements P080
•ESG Data (Environmental Data): Resource Dependency (Water Resource
Management) P210

Biodiversity•Strengthening Our Business Foundations to Address Environmental Issues: Stakeholder Engagement (Priority Issues for Automobile Manufacturers Regarding theProtection of Air, Water, Soil and Biodiversity) P027

*Click here for the TCFD Content Index. >>> P226

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Corporate Overview

Environmental Data

Key
Areas

TopicsEnvironmental
Social Data

SocialGovernance Data

Policies and Philosophy

Editorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

Management

GRI Content Index

Quick Guide
For Investors

Initiative

SocialHuman Rights•Human Rights: Human Rights Policies
and Philosophy P096

•Human Rights: Human Rights
Management P098

•Human Rights: Human Rights Achievements P099

Diversity•Diversity and Inclusion: Diversity andInclusion Policies and Philosophy P108

•Diversity and Inclusion: Diversity andInclusion Management P109

•Diversity and Inclusion: Diversity and Inclusion Achievements P111
•ESG Data (Social Data): Diversity and Inclusion P219

Traffic Safety•Traffic Safety: Policies and Philosophy
P102•Traffic Safety Management P102

•Traffic Safety: Achievements Vehicles: Developing Safety Technologies
P103•Traffic Safety: Key Achievements for Nissan Safety Technology P218

Product Safety andQuality•Product Safety and Quality: Product
Safety and Quality Policies andPhilosophy P124

•Product Safety and Quality: Product
Safety and Quality Management P125

•Product Safety and Quality: Achievements Reflecting Customer Feedbackin Activities to Enhance Quality P125
•Product Safety and Quality: Achievements Improving Product Quality P126
•ESG Data (Social Data): Product Safety and Quality P221

Supply Chain
Management•Supply Chain Management: Supply Chain
Strategy P133
•Supply Chain Management: Supply Chain
Management Policies and Philosophy
P134•Supply Chain Management: Supply Chain
Management P136

•Evaluation, Monitoring, and Auditing of Suppliersʼ Evaluation, Monitoring,and Auditing of Suppliersʼ Sustainability Practices P136

Responsible Minerals
Sourcing•Supply Chain Management：Minerals
Sourcing Policy P138

•Supply Chain Management：Responsible
Minerals Sourcing Management P138

Employment•Labor Practices (Respecting the Rights
of Workers): Policies and Philosophy on
Respecting the Rights of Workers P145

•Labor Practices (Respecting the Rights
of Workers): Management That Respects
the Rights of Workers P145

•Labor Practices (Respecting the Rights of Workers): Achievements in
Respecting the Rights of Workers P146
•ESG Data (Social Data): Employee Data P217

Human Resources•Human Resource Development: Human
Resource Development Policies andPhilosophy P140

•Human Resource Development: Human
Resource Development Management
P140•Human Resource Development: Human Resource Development
Achievements P144
•ESG Data (Social Data): Human Resource Development P221

ー

SUSTAINABILITY REPORT 2022

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NISSAN MOTOR CORPORATION

Contents

Corporate direction

Corporate Overview

Key
Areas

Environmental Data

Environmental
Social Data

SocialGovernance Data

Editorial Policy

Governance

Data / Index

TCFD Content Index SASB Content Index

GRI Content Index

Quick Guide
For Investors

Policies and Philosophy

Management

Non-discrimination andEqual Opportunity•Human Rights: Human Rights Policies
and Philosophy P096
•Diversity and Inclusion: Diversity andInclusion Policies and Philosophy P108
•Labor Practices (Respecting the Rights
of Workers): Policies and Philosophy on
Respecting the Rights of Workers P145

•Human Rights: Human Rights
Management P098
•Diversity and Inclusion: Diversity andInclusion Management P109
•Labor Practices (Respecting the Rights
of Workers): Management That Respects
the Rights of Workers P145

•Human Rights: Human Rights Achievements P099
•Diversity and Inclusion: Diversity and Inclusion Achievements P111
•Labor Practices (Respecting the Rights of Workers): Achievements in
Respecting the Rights of Workers P146
•ESG Data (Social Data): Employee Data P217
•ESG Data (Social Data): Diversity and Inclusion P219

Dialogue with Employees•Labor Practices (Dialogue with
Employees): Policies and Philosophy on
Dialogue with Employees P147

•Labor Practices (Dialogue with
Employees): Management of Dialogue
with Employees P148

•Labor Practices (Dialogue with Employees): Achievements in Dialogue with
Employees P148

Employeesʼ Health and
Safety•Employeesʼ Health and Safety:
Employeesʼ Health and Safety Policies
and Philosophy P151

•Employeesʼ Health and Safety:
Employeesʼ Health and Safety
Management P152

•Employeesʼ Health and Safety: Employeesʼ Health and Safety Achievements
P153

Community Engagement•Community Engagement: Community
Engagement Policies and Philosophy
P160•Community Engagement: Community
Engagement Management P161

•Contributing to Local Communities: Achievements P162
•ESG Data (Social Data): Contributing to Local Communities P222

Corporate Governance•Governance Policies and Philosophy
P165•Corporate Governance: Corporate
Governance System in Detail P166

•ESG Data (Governance Data) P223
•Corporate Governance: Status of Board of Directorsʼ Activities P169

Risk Management•Risk Management P179

Anti-Corruption•Compliance: Anti-Bribery P183

Observance of Business
Ethics•Compliance: Business Ethics P184

Nissanʼs Commitment toTax Transparency•Compliance：Nissanʼs Commitment to Tax Transparency P189

SocialTopics

Initiative

Governance

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