Mazda Production and Sales Results for December 2016 and for January through December

by News Feeder, 19-12-2024, 12:07 AM

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Chapter 2: Early Career

by News Feeder, 15-12-2024, 08:13 PM

"What Drives Carlos Ghosn" Index Page On a roll with Michelin: Forgoing further studies to join the tire maker brought lessons of a different kind One day in May 1978, at around 8:30 in the morning, I woke up to the jarring sound of the phone ringing. When I answered, the man on the other end of the line identified himself as Hidalgo. In only his third year with the company,the 26-year-old Ghosn was promoted to manager of the plant in Le Puy."The Michelin Company in France would like to expand its business in Brazil," he said. "They need French engineers who are familiar with the local environment. Would you like to have an interview in Clermont-Ferrand?"The catalyst for this call was my sister, who had told Hidalgo about me in Brazil. I called my sister right after I hung up. When I told her I was barely interested, she said, "It sounds like a good opportunity. Why wouldn't you take it?"Clermont-Ferrand is a provincial city located in central France, home to the tire manufacturer Michelin. At the time, I was 24 years old. I had progressed to the second master's level of the grandes ecoles universities, earning a degree at the Ecole des Mines. I was considering entering a doctoral program in economics and hadn't thought much about starting my career.But the word "Brazil" rang in my ears. I hadn't lived there for 18 years, but it was my birthplace and my spiritual home. My father and many relatives still lived there. The idea that someday I might be able to work at French companies in Brazil was an attractive prospect.I took the interview. It went well -- the company was clearly interested in hiring me, and it wasn't long before they made me an offer. It wasn't easy to move from Paris to the countryside of Auvergne, but I kept telling myself, "Brazil is waiting." I decided to end the student chapter of my story to embark on a new adventure.A hundred people entered the company at the same time. We became friendly during the three months that we lived under the same roof, taking seminars at all the major departments of the company and dining and traveling together on weekends. It was a time of personal and professional growth. Surprisingly, even though it was a training period, we often had opportunities to solve pressing company problems. Michelin often gave freshman employees the chance to suggest ideas on important issues, such as how to make production processes more efficient or how to best manage raw latex.After general training, we moved to plant training. We cut and transported raw rubber. Mostly we were working in three shifts, including one late at night. It proved a great learning opportunity, teaching us not only about the rubber manufacturing process, but also about quality control management and how to put plans into action.I spent break times playing cards with the veteran workers. Even though I had just come out of the grandes ecoles system, I found I was able to forge strong bonds with the workers at the plant.After training, we were each assigned a plant. Le Puy, where large tires were manufactured, was my first assignment. I had an interest in improving productivity and toured the site many times every day. The importance of effective communication quickly became apparent to me and was reinforced every day. This wasn't something I had learned in my schooling, but it was one of the biggest lessons from my early career.I traveled to plants around Europe and soon got my "big break." It was a global era for Michelin. Management was targeting one overseas location after another, and the company turned to a younger generation of executives. I was promoted to manager of the plant in Le Puy in my third year with the company, at the age of 26. This was recognition of my measurable success and rapid integration into the company.Michelin was a traditional corporation in many ways, but it was also advanced. I was not a French national, but I was allowed to possess such a job title and share such responsibility with other executives at a young age. This openness was due to the personality of the grandson of the founder, Francois Michelin, a man with the highest standards and a deep interest in people.My main challenge was to build trust and relationships with my older subordinates. I spent a lot of time cultivating teams that could solve problems together. Two years passed, and when the management of the factory was fully on track, someone appeared from the headquarters office. It was Francois Michelin himself, and he had a new opportunity to offer me.This portion of My Personal History: Carlos Ghosn was originally posted on Nikkei.com.Turbulence and Triumph in Brazil: A Transfer Across the Atlantic Helps Me Hone My Reform ChopsThe first thing you noticed about Francois Michelin was his height. What you learned by working beside him was that he was also sophisticated, dignified and polite. He was appointed co-owner of the Michelin tire company in 1955 and held that position for more than 44 years. He was much more than the manager of the family business: Michelin's globalization was a result of his acumen and ability. Carlos Ghosn, left, after being transferred to BrazilHe offered me a job working at Michelin headquarters under Behrouz Chahid-Nourai, the chief financial officer. Two experiences would be critical to my career. The first was the development of cross-manufacturing -- a principle that would serve me well in this job and all others. This concept emerged based on my analysis of Kleber-Colombes, a tire manufacturer focused on automobiles, vans and farm equipment that Michelin had taken financial control of years earlier. The company was doing poorly, but Michelin didn't want to abandon it. Instead, Michelin absorbed Kleber-Colombes' automobile tire business as a budget brand and utilized the same production line to manufacture both brands.Another key opportunity was the chance to work with Chahid-Nourai. He taught me the concepts and practices of cutting-edge corporate finance, including the techniques for optimizing resources. Seven years after I joined the company, Francois Michelin sent me to Brazil, which opened a big door for me.In 1985, I was finally transferred to Rio de Janeiro, where I could be close to my parents and sisters. My family was happy about my new assignment. However, the plight of Michelin Brazil made it far less than an ideal situation. The country was mired in political unrest, dealing with a financial crisis and had, until recently, been ruled by a military regime. Hyperinflation had exceeded 1,000% a year, and businesses there were experiencing massive losses. In fact, huge debt was becoming Michelin's primary concern in Brazil.Despite these challenges, I considered the country to be a potential treasure trove of opportunity for Michelin. Brazil's natural resources were abundant, and its enormous market potential was comparable to that of China, Russia and India.I worked hard to implement reforms. Michelin had purchased two huge rubber plantations in Brazil. Performance had stagnated, but it was primarily due to external factors, mainly the price controls decreed by the government. I initiated negotiations with the government, trying to secure approval to raise prices. Simultaneously, we emphasized meticulous management and control of cash flow. Extreme measures were required. And while the people at Michelin headquarters in Clermont-Ferrand were frustrated, I was steadfast in my resolve. In the end, I was able to resurrect the Brazilian operations and establish segment leadership in the marketplace.Around this time, however, the labor union movement grew more violent, and worker strikes became more frequent. One day, despite being cautioned against it by the managers around me, I went alone to a factory whose workers were on strike to hear their concerns. I did not encounter any hostility; all they wanted to do was talk.After three years of turbulence, the Brazilian operations stabilized. Because of the strict cash flow management measures we had put in place, our subsidiary was producing great results. Trust from headquarters increased. I was 31 years old at the time. If I think about it now, my actions represented youthful indiscretion, but I believe I was right to maintain a bullish approach toward growth.One day I received a message from Francois Michelin saying, "The old married couple would like to visit Brazil." I was grateful. The boss I trusted was watching over me. He came to Brazil with his wife in 1987. I spent 10 days with him, touring factories and plantations all over the country. He showed interest in everything and treated everyone with respect, regardless of social class or title -- a worthy leader in this era of globalization.After he returned home, I was presented with another challenge that would reshape my career: I was to go to the U.S., a fiercely competitive region and Michelin's biggest overseas market. I was told that Francois Michelin wanted to leave everything to me. After the Christmas holidays, my young family and I left my homeland once again.This portion of My Personal History: Carlos Ghosn was originally posted on Nikkei.com.Warm Welcome, Big Challenges in America: Lessons in Integration, and from Iacocca, in the World's Toughest MarketIn February of 1989, I arrived in the U.S. to start my new assignment. My family and I would be living in Greenville, South Carolina, a small town with traces of the Old South. It was a highly religious and welcoming place, and we basked in the warmth of southern hospitality. Carlos Ghosn said his family was treated to "Southern hospitality" in South Carolina. When I got there, we were a family of three. Our second and third daughters, and our first son, would be born in the U.S. It was a happy time in my life, not only because of our growing family but also because of the rewarding work. My mission was to lead Michelin's acquisition of Uniroyal Goodrich, a major U.S. tire company, during a time of economic downturn.At the time, the U.S. had the biggest auto market in the world, and Michelin had to establish a strong presence if we wanted to be a contender. I felt considerable pressure from headquarters, and competition was fierce. Goodyear, a U.S. company, was the industry leader in tire manufacturing, and Japan's Bridgestone had just acquired the legendary U.S. brand Firestone. Michelin had no time to waste.The acquisition of Uniroyal was approved in the early 1990s, and we faced some problems right away. Uniroyal had a large inventory of old equipment and had not invested in replacing key parts, making production slow and inefficient. Under the terms of the acquisition agreement, Michelin had negotiated the closures of three plants in North America, which was met with heavy criticism. We simply could not afford them. This earned me the nickname "The Cost Cutter." But I didn't mind -- I knew cost-efficiency was the pathway to recovery.Cost cutting was only part of the strategy. We also needed to fully integrate the business to achieve maximum synergies. To do this, I created an executive committee composed of the most talented people from Michelin and Uniroyal. This would be the first, unsophisticated, model of the "cross-functional team" utilized with success in the Nissan Revival Plan a decade later.The fusion of cultures was the first big challenge for Michelin. As a provincial company from France's Auvergne region, its way of doing business was different than that of U.S. companies. If we wanted to leap forward as a global company, the U.S. focus on short-term profit would need to come together with the European family-owned management style, which focuses on long-term results. We made a number of other operational changes: We adopted a multibrand strategy in North America, in which we assigned Uniroyal to the main battlefield of the aftermarket, where brand power was more important than in the original-equipment marketplace. But we kept Uniroyal's head office at its traditional headquarters in Akron, Ohio.This was a time for me to personally learn by doing. In Brazil, I had battled against the government to raise prices, but in the U.S. I battled rivals in the market. Competition was everything.We had meaningful successes. Uniroyal was one of the most significant suppliers of tires for what was then the world's largest carmaker, General Motors. GM was a generous company and willingly accepted the takeover by Michelin. We were also able to establish contact with Japanese automakers. I traveled several times to the North American plants of Toyota Motor, Honda Motor and Nissan Motor, including Nissan's plant in Smyrna, Tennessee. Japanese carmakers were on a roll at this time, and I had a feeling that they would climb to the top of the world's automotive industry, and soon.I also learned a great deal about leadership. There were many impressive leaders in the automotive industry, including Lee Iacocca and Robert Lutz, who left Ford Motor for Chrysler and served as vice president under Mr. Iacocca. Lutz was an open-minded man. I invited him to a seminar at Michelin, and he told the crowd: "Before, I couldn't imagine who would buy a Chrysler vehicle." I was shocked he would say something like this at first, but I realized that he was a master of communication. He told it like it was and didn't use fabrications or flattery. I could tell the audience was impressed. To be honest, so was I. He was an important influence on my leadership and communication style, and we have stayed in contact over the years.In short, things in the U.S. were going very well. Then I received a call from Francois Michelin. He was sending his son to come work for me.This portion of My Personal History: Carlos Ghosn was originally posted on Nikkei.com.On to a New Adventure at Renault: After 18 Years at Michelin, I Accept an Offer to Help Revive the French Carmaker Edouard was the youngest son of Francois Michelin. When he arrived to work for me, I put him in charge of our critically important truck-tire manufacturing and sales departments. His good manners and respect for U.S. customs earned him an excellent reputation among his colleagues. Carlos Ghosn, left, after being transferred to BrazilBecause Michelin was a family-owned business, it was assumed that Edouard would succeed his father. As such, I never expected I would reach the very top of the company – I did not have the right last name.In 1996, after about seven years of working in the U.S., there was a major restructuring of the business. I was put in charge of our global tire operations for passenger cars and small trucks, and served as the president of the North America office. Essentially, I had climbed to the No. 2 position.But would I be happy to stay in that position forever, knowing I couldn't climb higher? I wasn't so sure. So when I received a call from a headhunter, an alumnus of the Ecole Polytechnique, I agreed to meet. Over dinner, he asked if I was interested in the automotive industry. Renault was looking for a No. 2 who could eventually rise to be the top executive. He arranged a meeting between me and Renault Chairman Louis Schweitzer.At 8 a.m., I met with Schweitzer for an hour and a half at Renault headquarters in Boulogne-Billancourt, a suburb of Paris. He mentioned that the company's second-in-command was about to retire, and he was looking for a potential successor. He said I was their top candidate.My main motivation for taking the job at Renault wasn't the prospect of one day running the company. Rather, I was interested in the opportunity to study new things and take on new challenges. I had always been interested in cars and complex products that required teams of people and supply chains to work in close coordination.After a board meeting, I notified Francois about the meeting with Schweitzer and my intention to leave Michelin. For a moment he seemed surprised, but then he said simply, "Please let Edouard know."After 18 years at Michelin, my heart was heavy at the thought of leaving -- both the company and Francois. I have always remembered the strength of his vision, his humility and the sincere kindness he extended to me. In fact, he was one of the first to recognize the power of Japanese companies on his own.Many years later, I was reunited with him at Renault. He asked how I was doing, and I told him I was well. He resigned in 1999, and Edouard, as expected, took his place. Francois Michelin passed away in 2015 at the age of 88. There is a lot of him in me.This portion of My Personal History: Carlos Ghosn was originally posted on Nikkei.com. "What Drives Carlos Ghosn" Index Page Chapter 3 will be added on Wednesday, February 1. # # #

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Nissan GT-R offers a #LegendarySalute to India, creating the world’s largest-ever cou

by News Feeder, 15-12-2024, 02:43 AM

NEW DELHI, India — Nissan Motor India is celebrating the 68th year of the Republic with a record-breaking tribute to India and its people starring the legendary Nissan GT-R sports car. The company is set to enter the Limca Book of Records – the Indian equivalent of Guinness Book of World Records – for the world's largest-ever outline of a country map. This was achieved by a Nissan GT-R, which carved out the approximate map of India spanning three square kilometers on the dry surface of Sambhar Lake in Rajasthan. This latest feat of the GT-R, captured in a video released today, salutes the Indian Republic.Speed and precision were critical to accomplish this incredible act, which marks the arrival of the iconic Nissan GT-R supercar in India. Nissan chose Sambhar Lake in Rajasthan as the location for the record attempt for its level and dry lakebed surface, stunning vistas and soil, which is soft enough to leave a deep impression to be captured by camera drones high above.The Nissan GT-R's precise and crisp responses enabled the car to maneuver through the twists and turns to trace the complex proportions of India's landmass on the sandy surface in a dry section of the lake. With major turns and bends along the periphery, the GT-R's renowned driving performance, power and handling was put to its ultimate test. At the helm of the vibrant red GT-R was professional rally driver Rahul Kanthraj, who piloted the car to achieve the record.To ensure accuracy, the map was created by plotting the coordinates on a GPS device, and multiple laps were driven to approximate the actual map. The exciting results were captured on video with drones and onboard cameras.The dimensions of the map were about 3km in length and 2.8km in width, with a total outline periphery of 14.7km. Officials from the Limca Book of Records were on site to validate the process. Once certified, this unique record will be included in the 2018 edition of the book, expected to be published in June 2018. The Limca Book of Records is a compilation of records that is published annually in India documenting human and natural world records. It is published annually in three languages: English, Hindi and Malayalam.As a mark of respect and appreciation for India and Nissan customers on Republic Day, the company has issued a video that showcases the legendary GT-R as it sets the new record.The Nissan GT-R was launched in India in December 2016 in its Premium Edition. The first delivery of the supercar in the country was to Bollywood action star and Nissan Brand Ambassador, John Abraham. The GT-R is produced at Nissan's world-class plant in Tochigi, Japan. India's first official Nissan High Performance Centre (NHPC), in Noida, provides exclusive sales and service for the 2017 Nissan GT-R.The Nissan Team and John Abraham raise a toast to the Godzilla. #OMGTR pic.twitter.com/M7nwuIMFMx— Nissan India (@Nissan_India) December 2, 2016Related:2017 Nissan GT-R roars into India The 2017 Nissan GT-RApart from its 3.8-liter hand-built twin turbo V6 engine producing 565HP, the 2017 Nissan GT-R comes equipped with ATTESA E-TS advanced all-wheel drive system. Instead of the traditional 50/50 torque split between front and rear axles, this electronically controlled system provides up to 100 percent of available torque to the rear wheels, and can send up to 50 percent of torque to the front wheels. This provides the steering feel and response of a rear-wheel driven vehicle, while giving the added confidence that only AWD can offer.Embed this cinemagraph on your website Embed this cinemagraph on your website Embed this cinemagraph on your website About Nissan Motor India Pvt. Ltd.Nissan Motor India Private Ltd. (NMIPL) is a 100 percent subsidiary of Nissan Motor Co. Ltd. Japan. The company was incorporated in 2005 and offers innovative and exciting products across hatchback, MUV, SUV and sedan segments in India. Nissan together with its global alliance partner Renault set up a manufacturing plant and a Research & Development Centre near Chennai. Nissan in India has a portfolio of two brands, Nissan and Datsun. For more information, visit http://www.nissan.in.About Nissan Motor Co., Ltd.Nissan is a global full-line vehicle manufacturer that sells more than 60 models under the Nissan, Infiniti and Datsun brands. In fiscal year 2015, the company sold more than 5.4 million vehicles globally, generating revenue of 12.2 trillion yen. Nissan engineers, manufactures and markets the world's best-selling all-electric vehicle in history, the Nissan LEAF. Nissan's global headquarters in Yokohama, Japan manages operations in six regions: ASEAN & Oceania; Africa, Middle East & India; China; Europe; Latin America and North America. Nissan has been partnered with French manufacturer Renault since 1999 and Mitsubishi Motors since 2016 under the Renault-Nissan Alliance. For more information on our products, services and commitment to sustainable mobility, visit our website at http://www.nissan-global.com/EN/. You can also follow @NissanMotor on Twitter. # # # ContactVijayendra Vikram Singh / Rahul Mathur Nissan Motor India Pvt. Ltd. Mobile: +91-8698366999/+91-9818623680 Email: [email protected] / [email protected]ulika Singh / Sheetal Jobanputra 20:20 MSL / Publicis Consultants Asia Mobile: +91 9999673459 / + 91 7498657712 Email: [email protected]/ [email protected]

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2017 Honda Accord Hybrid, Fit, HR-V and Ridgeline Receive Kelley Blue Book “Best Resa

by News Feeder, 14-12-2024, 12:31 PM

TORRANCE, Calif. – Four 2017 Honda models, the Accord Hybrid, Fit, HR-V and Ridgeline were awarded 2017 Kelley Blue Book Best Resale Value Awards by the experts at Kelley Blue Book. The awards recognize new vehicles that are anticipated to best retain their value over their first five years of ownership based on the Kelley Blue Book® Official Residual Value Guide. The Accord Hybrid won in the Hybrid/Alternative Energy Car segment, Fit for best Subcompact Car, HR-V for best Subcompact S...

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Asian Le Mans Series crown for NISMO Athlete Andrea Pizzitola

by News Feeder, 13-12-2024, 07:40 PM

SEPANG, Malaysia – NISMO Athlete Andrea Pizzitola has claimed the Asian Le Mans Series championship with Algarve Pro Racing after a dramatic final round at the Sepang circuit in Malaysia.Teamed with Andrea Roda and Aidan Read, the trio claimed victory aboard their Nissan-powered Ligier JS P2 at the last of the four championship rounds after finishing third (Zuhai, China), third (Fuji, Japan) and second (Buriram, Thailand) in the first three events.Their championship battle was aided by the retirement of previous points leader – the Jackie Chan DC Racing entry – that suffered contact at the first corner of the race.Pizzitola rose to prominence in 2015 when he claimed the championship in the Renault Sport Trophy. As part of his prize from the Renault-Nissan Alliance, the Frenchman enjoyed a Super GT GT500 test for Nissan and made his LM P2 debut last year at the 24 Hours of Le Mans with cycling legend, Sir Chris Hoy.After contesting the later rounds of the European Le Mans Series with the Algarve Pro squad, Pizzitola has gone on to lead the team's Asian Le Mans Series effort."It was an easy job in Sepang after the performance of my team mates," said Pizzitola. "They managed to avoid all the problems and go through the traffic and did really well. I just managed to bring the car home. It was a long race for me. You just know you don't have to crash; you know you have to finish the race, so it's a double challenge. That was pretty hard, but I'm happy for the guys and the team."Read about NISMO athlete @AndreaPizzitol1's big @nissan-powered @AsianLMS title win. Congrats from the #NISMOnation https://t.co/1cfFfGGuPO pic.twitter.com/uCx3TDjCFn— Nissan NISMO (@NISMO) January 23, 2017NISMO CalendarJanuary 26-29 Rolex 24 at Daytona, Daytona International Speedway, Daytona, USAFebruary 3-5 Bathurst 12 Hour, Mount Panorama, Bathurst, NSW, Australia # # #ContactJane Johnstone Marketing Communications Director Global Motorsport Communications Nissan/NISMO Phone: +44 7979 710646 Email: [email protected] Ryan Marketing and PR Manager Phone: +1 678 644 0404 Email: [email protected]

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2017 Honda Accord Sport Named Good Housekeeping's 2017 Best New Sedan

by News Feeder, 13-12-2024, 05:50 AM

Good Housekeeping has announced the winners of their Best New Car Awards for 2017, and the 2017 Honda Accord Sport was named as the Best Sedan. The winners appear in the February issue, on newsstands now. The Good Housekeeping Institute worked with Car and Driver, the leading authority on all things automotive, to screen more than 100 new vehicles, narrowing it down to the top 25 for further scrutiny. After driving over 1,200 miles on test tracks and open roads, engineers from the GHI Labs and c...

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2007-2017: Nissan Qashqai celebrates 10 years of crossover leadership

by News Feeder, 12-12-2024, 05:45 PM

Pioneering Nissan Qashqai – the original urban crossover – turns 10 in FebruaryQashqai is first to celebrate key milestone because it invented the segmentLaunched in February 2007, Qashqai remains Europe's most popular crossoverGlobal sales of 3.3 million units across 137 marketsROLLE, Switzerland – February 2017 marks exactly 10 years since the Nissan Qashqai crossover first went on sale, and the brand is celebrating in style. Customer events and media activities are taking place across Europe to mark the occasion.Nissan is the first brand to reach the 10-year milestone for one simple reason: The Qashqai is the model that pioneered the crossover segment as the automotive industry and car-buying consumers know it today.A decade ago, there was no vehicle that successfully mixed the practicality and desirability of an SUV with the size, efficiency and dynamic performance of a compact hatchback. The Qashqai's innovative design and versatile packaging started life in 2002, during the development process for what was originally intended to be the new Nissan Almera. The creative team decided to go back to the drawing board and conceived a car that truly reflected what buyers were looking for, and delivered on Nissan's brand promise – Innovation & Excitement for Everyone.The first generation of the Nissan Qashqai went on sale in February 2007 and was an instant success. Close to 100,000 examples were sold across Europe before the end of the year, and Nissan has never looked back.In 10 years of the Qashqai, more than 2.3 million examples have been sold in Europe, which makes it the region's best-selling crossover. The car has won more than 80 awards, including 19 recognizing it as the "Car of the Year.""When the Qashqai launched in 2007, it was unique in the market place," said Paul Willcox, chairman of Nissan Europe. "It has remained as the number one crossover because it has stayed true to its original ideals, and because we have innovated and consistently added technology through the life of the car."That process of ongoing improvement to the Qashqai is perfectly illustrated by the addition of Around View Monitor, Nissan's acclaimed 360-degree parking camera technology. It was added to the Qashqai in 2010, when the car received many mid-lifecycle enhancements. Similarly, in 2014 with the launch of the second-generation Qashqai, Intelligent Park Assist was integrated.Nissan's pioneering spirit has unquestionably changed the European car market. In the decade since the Qashqai was launched, C-segment crossover sales in Europe have gone from zero to 2.6 units in 2016 alone. Almost all mainstream automotive brands now have a Qashqai rival, with 21 direct competitors in the market place. However, the inventor of the segment remains the number one model.In 2016 Nissan sold 261,429 Qashqai in Europe (including Russia, Ukraine and Kazakhstan). This is a 10 percent market share, and represents 5.2 percent growth over the previous 12 months.Success has spread beyond Europe, with global sales of the Nissan Qashqai standing at 3.3 million units across 137 countries worldwide over the 10 years. Today the Qashqai is on sale in 99 markets. Further press releases and media assets to support the Nissan Qashqai's 10th anniversary will be released in the coming weeks. All will be made available on the Nissan Europe Newsroom at Newsroom.Nissan-Europe.com.About Nissan in Europe Nissan has one of the most comprehensive European presences of any overseas manufacturer, employing more than 17,000 staff across locally-based design, research & development, manufacturing, logistics and sales & marketing operations. Last year Nissan plants in the UK, Spain and Russia produced more than 635,000 vehicles including award-winning crossovers, commercial vehicles and the Nissan LEAF, the world's most popular electric vehicle. Pursuing a goal of zero emissions and zero fatalities on the road, Nissan recently announced its Intelligent Mobility vision. Designed to guide Nissan's product and technology pipeline, this 360 degree approach to the future of mobility will anchor critical company decisions around how cars are powered, how cars are driven, and how cars integrate into society. Nissan is positioned to become the most desirable Asian brand in Europe. About Nissan Motor Co., Ltd. Nissan is a global full-line vehicle manufacturer that sells more than 60 models under the Nissan, Infiniti and Datsun brands. In fiscal year 2015, the company sold more than 5.4 million vehicles globally, generating revenue of 12.2 trillion yen. Nissan engineers, manufactures and markets the world's best-selling all-electric vehicle in history, the Nissan LEAF. Nissan's global headquarters in Yokohama, Japan manages operations in six regions: ASEAN & Oceania; Africa, Middle East & India; China; Europe; Latin America and North America. Nissan has been partnered with French manufacturer Renault since 1999 and Mitsubishi Motors since 2016 under the Renault-Nissan Alliance. For more information on our products, services and commitment to sustainable mobility, visit our website at http://www.nissan-global.com/EN/. You can also follow @NissanMotor on Twitter. # # # ContactRichard Yarrow Manager – Product Communications (Content) [email protected] Phone: +44 (0)7966 507759Steve McLennan General Manager - Product Communications [email protected]

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Latvala Second on Rallye Monte-Carlo as TOYOTA GAZOO Racing Makes Its Debut

by News Feeder, 12-12-2024, 05:42 AM

TOYOTA GAZOO Racing has finished Rallye Monte-Carlo, the oldest and most prestigious round of the FIA World Rally Championship, with a result that has surpassed all expectations on the team's debut: second overall with Jari-Matti Latvala and Miika Anttilla. Juho Hänninen and Kaj Lindström also finished the rally, in 16th place, after rejoining on Saturday. This collective result ensures a double score in the manufacturers' standings for the brand new Yaris WRC, placing TOYOTA GAZOO Racing second in the championship after only its first event.

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What drives Carlos Ghosn

by News Feeder, 11-12-2024, 03:56 PM

Carlos Ghosn is Chairman of the Board and Chief Executive Officer of Nissan Motor Co., Ltd., a global automotive company with more than 240,000 employees and over US$110 billion in revenue. As the CEO of both Nissan Motor and Renault, and the chairman of the Renault-Nissan Alliance, Ghosn splits his time each month between Japan, France and other markets where the companies operate, such as the U.S., Brazil, China and the Middle East. This kind of lifestyle can take a toll on anyone – both physically and socially. But it's what's required of many leaders in the age of globalization.What's life like as a global CEO? What personal experiences – from childhood to university to advancing up the ranks of a company – helped shaped Ghosn on a personal level and as a global business leader? In this special multi-part series, Ghosn shares his life story, offering personal insights and professional lessons on what it takes to succeed. New installments in this series will be posted here in coming weeks. (This series was originally published on Nikkei.com.)Chapter 1: Early Life and EducationUp in the Air on New Year'sI'm somewhere over the Atlantic Ocean now, cruising at an altitude of about 14,000 meters. As I fly toward Brazil, my thoughts are in Japan. While it is a tradition for me to spend the New Year holiday with my family in Brazil, a part of me wishes I could also be in Japan, on the most celebrated day of the year. I extend my Happy New Year's wishes to all. As head of Renault-Nissan, Carlos Ghosn travels regularly between his offices in Japan and France.As the CEO of both Nissan Motor and Renault, and the chairman of the Renault-Nissan Alliance, I split my time each month between Japan, France and other markets where the companies operate, such as the U.S., Brazil, China and the Middle East. People often ask me what I do from day to day. It's a difficult question to answer: No one day is like another. It depends on the region where I am working and what decisions need to be made. But while every day is different, it is also the same in the sense that I am focused on the performance and success of these businesses.Regardless of where I am in the world, I am an early riser. In Paris, I'm usually at the office by 7:30 a.m. In Japan, I arrive closer to 8 a.m. because of the additional travel time between my home in Tokyo and Nissan's offices in Yokohama. By the time I arrive, I have already been working quietly by myself for many hours. I find these are often my best hours.Most of my day is tightly scheduled. Meetings start at 8 a.m. and don't stop until the day is finished, often around 8 p.m. or later. It is not uncommon for me to leave Tokyo on a Friday night, attend meetings in another country over the weekend, then fly to Paris for a full week of work. It helps that I can sleep well on an airplane. This kind of lifestyle can take a toll on you, both physically and socially. It is not without a price to pay, and you have to manage that. But it is what is required of many leaders in the age of globalization.Globalization is changing how business is done and what it means to be competitive. We are also seeing another societal trend shaping global business: the issue of identity and the resurgence of nationalism. These two trends coexist. To understand what I mean, consider Brexit. The U.K. voted to leave the European Union, but they still want to work with the region – and trade with the world.Both trends are certainly at play at Nissan. Globalization is what makes it possible for us to sell our cars in more than 160 countries and attract diverse talent. But our identity remains deeply embedded in our Japanese DNA.As I said, I also run Renault, a French automaker. For the last 17 years, Renault and Nissan have engaged in a unique alliance to generate synergies for both companies. These two companies have shared goals, but distinct cultures and identities. The Renault-Nissan Alliance is an example of how, despite differences in language, regions and traditions, two companies can be stronger together. In this way, the alliance also embraces both the opportunities of globalization and the benefits of individualism.Just as globalization and identity describe Nissan, they also perfectly express my life. My grandfather was a Lebanese man who moved to Brazil, where I was born. But I spent my youth and high school days in Lebanon before attending college in France, where I acquired French citizenship. I also lived in the U.S. for many years, and I have children who live there still.But I feel Brazilian when I'm in Brazil, so you can imagine my pride when I was able to carry the Olympic torch in my home country at the start of the 2016 Rio Olympics last summer. Some people tell me, "You're like a different person when you're going back to Rio." Maybe that's because I'm returning to my roots.My children also grew up with many cultural influences. They were born in Brazil and the U.S., and they received their education in France, Japan and the U.S. Everywhere they have lived, they have picked up pieces of the culture: They have adopted the graciousness and scrupulousness of the Japanese people, while also embodying a uniquely French way of thinking. I believe that one day the world will be filled with people like them, those who retain their identities while embracing globalization.Where a person is born no longer determines their destiny. Twenty years ago, it was normal for people to work in their home country, but from now on, more people will live and work far away from their birthplace. This opens up new opportunities but also exposes individuals to new risks. For example, globalization requires more people to work in an unfamiliar country for extended periods of time. In addition to adapting to new environments, they will have to deal with things like jet lag, and many may even lose friends along the way. The sacrifices they will make will be great, and they will need plenty of resolve and resources to overcome the challenges. My life has not been without these sacrifices. However, globalization can also expand one's horizons, allowing people to realize their potential and achieve success.People around the world, particularly in Japan, are opening up to the idea of a global lifestyle. It is in this context that I share my own story, with the hope that it may provide some inspiration.This portion of My Personal History: Carlos Ghosn was originally posted on Nikkei.com.The History of My Family, the Story of Me: How Lebanese Roots and Childhood in Brazil Shaped Me from an Early AgeMy full name is Carlos Ghosn Bichara, after my grandfather Bichara Ghosn. He was born at the base of Mount Lebanon where there were many Maronite Christians and an abundance of centuries-old Lebanon cedars. The Maronite Church is a part of the Roman Catholic Church that maintains its own original structure and rites. To this day, Maronite churches hold Mass in Syriac, said to have been the language used by Christ.Carlos Ghosn was born in Brazil but spentmuch of his childhood in Lebanon.Religious conflicts, as well as extreme poverty, made life in Lebanon difficult during the early 20th century. To escape these challenges, my grandfather, at the age of 13, boarded a boat with just a single suitcase in his hand. It took three months to get from the Lebanese capital of Beirut to Rio de Janeiro, Brazil.After working for a short period of time in Rio, he moved to the basin of the Amazon River to seek greater opportunities. He landed in Sao Miguel do Guapore, before it became part of Brazil, and eventually settled in the then-undeveloped lands of Porto Velho, today the state capital of Rondonia.Agricultural products, including rubber, were harvested there. The region was quickly becoming a major international hub for rubber production, and there was an intense movement of people and supplies. Capitalizing on this environment, my grandfather headed several companies, one of which provided local assistance to aviation companies expanding their routes into the Amazon. My father, along with his brothers, would eventually inherit this business after my grandfather's death.It was common for Lebanese immigrants to travel to their homeland, wed, and then return. The same applied to my grandfather. Through an introduction from a friend, he met his wife-to-be in Beirut. A few years after they were married, my father, Jorge Ghosn, was born in Brazil.My father also traveled to Lebanon when he came of age. There, he met and married my mother. Her name is Rose, but she goes by Zetta. She was born in Nigeria and later studied in Lebanon. I remember her mother – my grandmother – well. She had a tremendous influence on me. She was always well-organized and approached everything with honesty and in earnest. She was also very strict, so as a child, I didn't like her very much. I have learned in the years since that these are the kinds of people you remember most, the ones who make a lasting impression. Much of who I am is the result of who my grandmother was.My mother also had a tremendous influence on my life. Unlike her mother – and perhaps as a consequence – she wasn't very strict. Rather, she was filled with love and was very approachable. She was also a devout Francophile. She spoke French exquisitely and was even more French than people who had been born there. This would greatly influence my choices when it was time to pursue my studies, and my family and I would live in Paris for many years.My mother, who is now 86 years old, resides in Brazil, as does most of my family. Two of my sisters live near my mother in Rio de Janeiro. My father has since passed away. I return a couple of times each year. Overall, we're a close-knit family.I provide this family history because it has had a profound impact on shaping my life and identity. My part of the story began in 1954, shortly after my parents were married and settled in Porto Velho. My older sister was also born there.From what my mother tells me, I was full of energy as a baby. But when I turned 2, there was an unfortunate incident. Our home was located in the tropical area around the Amazon, which was infested with mosquitoes. It was common practice for all the children to drink only boiled water to avoid disease, but one day I was accidentally served water that hadn't been boiled. I came down with a high fever. As it was described to me, I was on death's doorstep. The doctor told my parents that if they wanted me to survive, I would need to live in a place where the climate was more favorable, and where the water was safe to drink. In other words, we would have to move.This portion of My Personal History: Carlos Ghosn was originally posted on Nikkei.com.The Unforgettable Father Lagrovole: A Move to Lebanon Leads to Valuable Life Lessons from a Respected TeacherFollowing the doctor's recommendation, we moved to Rio de Janeiro, but my condition didn't improve much. Concerned about my slow recovery, my mother convinced my father that I should continue treatment in a nicer environment with fresher air.Carlos Ghosn (center, second from back) at his high school graduation ceremony at College Notre Dame in Lebanon.My father agreed. After a long discussion, my mother, older sister and I moved to Lebanon, while my father remained in Brazil. Despite the move, my bond with Brazil was not broken. We returned to Rio to see my father often.The Lebanon where I spent my childhood was much different from the Lebanon my grandfather had left a half-century before. It possessed a spirit of gender and cultural equality. People from various religions lived together harmoniously, and it was often called the "Switzerland of the Middle East," until civil war erupted in 1975.Although Lebanon had won its independence from France in 1943, it continued to belong to the French cultural sphere. The Lebanese people considered the plurality of cultures to be a positive attribute. Indeed, I grew up in a multicultural environment. The school I attended – the College Notre Dame, a Jesuit school providing continuous education through high school – had a French principal and Lebanese, Syrian and Egyptian teachers. In many ways, the Jesuits' organization could be considered the world's first "multinational corporation."I was a good student, but I was rebellious. Much to my mother's disappointment, I had a reputation as a "problem child" at school. I liked history, geography and languages, and I would study diligently at home. But at school I would hang out with friends, goof around and cause harmless trouble.I had so much energy inside of me that I was always looking for ways to disperse it all. Looking back now, I know I did some unwise things, but I don't necessarily regret them. After all, isn't that what youth is for?I was not without positive role models. The person who had the strongest influence on me during this period was a French teacher named Father Lagrovole. He was in charge of French literature. He was stout and hunched over with poor posture, but he performed the most magnificent poetry readings.My favorite was a reading of the fables of Jean de La Fontaine, often called the Aesop's Fables of France. "One day, the weasel's wife seized the palace of the young rabbit," Father Lagrovole read aloud. He then asked me, "What kind of instrument do you associate with this poetry?"Before I could answer, he said, "I thought of the trumpet when I heard s'empara," explaining that the sound of the word for "seize" resembled the sound of that instrument. He warmed to the idea, and sang out brightly: "S'empara, s'empara!" Despite how strict he was with his students, his classes were, without comparison, the most enjoyable. His advanced age meant we looked up to him as a wise figure and a person of truth.One thing I learned from him was the importance of expressing my ideas concisely. Father Lagrovole often said, "When you make everything complicated, it means that you don't understand anything." He was also an example of someone of great virtue, one among the many monastics of the times who left their families to teach subjects like French and literature to the world. Even during my rebellious phase, many of his lessons stayed close to my heart.My mother remained a powerful influence on my life as well. When I turned 17, I faced an important decision: where to go to further my education. It was perfectly acceptable to get a basic education in Lebanon, but my mother urged me to consider attending a university in France to ensure better personal development. She made a strong case, and so I took and passed the baccalaureat, France's university entrance qualification test. I had been blessed with many close friends during my 11 years of school life in Lebanon, and those friendships continue to this day. But I felt my destiny was in France. Again, I would leave another home for a new horizon.This portion of My Personal History: Carlos Ghosn was originally posted on Nikkei.com.Student life in Paris: A Steep Learning CurveThe university system in France is unique compared with those of other countries. Students first take a qualification exam called the baccalaureat to gain admittance into the university system. However, students who aim for upper-level universities, the grandes ecoles, must also attend a preparatory school offering a two-year course of study for another entrance exam.Ghosn (left) went to study in Paris, where his cousin Ralph was already enjoying a successful career.My prep school, the lycee Saint-Louis, was located in an exclusive residential area of Paris. I had my sights set on attending France's leading business school, the Hautes Etudes Commerciales, or the HEC Graduate School of Management. My cousin Ralph, who is eight years older than me, had graduated from HEC. He worked at a bank, had his own apartment in Paris and was the symbol of success in my eyes. So I sent my resume and transcript to Ralph, and asked him to recommend me for the prep program for HEC.But when the principal of the prep school looked at my records and grade report, he saw I had an outstanding strength in mathematics. He told Ralph that my talent would be buried at HEC and recommended the Ecole Polytechnique, a school focused on engineering. My principal at the lycee Saint-Louis had said a similar thing: mathematics was my strongest suit, and he thought I should pursue it.I was disappointed at first, but Ralph consoled me by saying that I could change to business if I discovered I disliked science studies. That was enough to convince me to give it a chance.Before I could get there, however, my first trimester at Saint-Louis was a disaster: I scored just four points out of 20 in mathematics. But my terrible performance opened my eyes to what needed to be done. Students at the school were nicknamed "moles" because they stayed locked inside doing coursework all day, never seeing the sun. I decided that I, too, needed to become a mole.This lifestyle change paid off: My grades sharply improved after the second trimester, and by the third, I was at the head of my class. One more year of mathematics and I could go on to the Ecole Polytechnique.I entered the Ecole Polytechnique in 1974. The school, part of the grandes ecoles university system, was established in 1794 amid the French Revolution. It is under the control of the Direction generale de l'armement, part of the French Defense Ministry.I was able to earn a stipend from the university, which educates high-achieving young students throughout the country. The goal was to provide promising young leaders with the necessary education and sophistication to secure French development and stability. This is why so many senior officials and politicians are graduates of grandes ecoles. Students enrolled not only from France, but also from countries and regions that were once French territories. There are opportunities for anyone to move up the social hierarchy in France, even if he or she was born elsewhere.Expectations were high. There were demanding lectures, discussions and assignments every day. Of course, there were boring lectures as well.One of my fondest memories was a trip to the U.S. with 40 fellow students. The program allowed us to visit the University of Colorado and interact with American students. I was struck by their power of self-expression and advanced communications skills. I also felt that the U.S. opened gateways on a much larger scale than France. There were so many students from Europe, South America and Asia, it was easy to imagine that America was attracting the most talented and elite people from all over the world.After a rough start, Ghosn enjoyed academic success in the French capitalI kept my grades up, and I graduated in 1976. After that, I went to another of the grandes ecoles, the Ecole des Mines in Paris, which focuses on applied sciences. While many graduates entered the national civil service, I had no interest in taking that path.At the time, I was seriously thinking about proceeding to the Ph.D. program in economic science. There were still many things I wanted to study. I also wanted to enjoy student life -- and the beautiful city of Paris, which I had come to know by heart. However, a different path was waiting for me.This portion of My Personal History: Carlos Ghosn was originally posted on Nikkei.com. Chapter 2 will be posted here soon. # # #

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VIDEO: Carlos Ghosn on shifting gears to driverless, from the World Economic Forum in

by News Feeder, 10-12-2024, 05:27 AM

DAVOS, Switzerland – Renault-Nissan Alliance Chairman and CEO Carlos Ghosn participated in a panel session at the World Economic Forum Annual Meeting 2017 in Davos, Switzerland.The session was focused on the topic of autonomous driving and he shared the stage with Paul Jacobs, executive chairman of Qualcomm; Wendell Wallach, professor at Yale University Interdisciplinary Center for Bioethics; and Violeta Burc, European Commissioner for Transport. The session was moderated by Alan Murray of Time Magazine.Watch the entire session below:Davos 2017 - Shifting Gears to Driverless As the driverless revolution approaches a tipping point, how will notions of ownership, productivity and ethics change? # # #

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