■Nissan Tokyo Sales Holdings＜8291＞ Mid-Term Management Plan

1. corporate philosophy

As the way of thinking about “CASE” and “MaaS” spreads, changes in the business environment surrounding the company are accelerating, such as social awareness of carbon neutral in general, the way customers think about automobiles that shift from ownership to sharing and leasing, etc., customer purchasing processes from storefronts to online, population decline, and diverse work styles. In response to this, the company cites contributions to the realization of a carbon-neutral society through the spread of EVs, sales utilizing know-how of individual leases, expansion of mobility businesses that make use of store networks and test drives, store creation that promotes brand experiences by fusing real and digital, and improvements in business/operation systems aimed at improving productivity.

In addition to resolving these issues, in order to continue providing universal values such as the enjoyment of movement and safe, secure, and comfortable driving, the company has set forth the corporate philosophy “We will accelerate the evolution of mobility and continue to run for a future full of smiles that will open up a new era.” Furthermore, in order to realize the corporate philosophy, we place importance on the eight values of “making customers smile, making our colleagues smile, teamwork, professional challenges, moving while thinking, and social responsibility,” and for sustainability management from a long-term perspective, we are addressing the four materialisms (important issues) of “responding to climate change, realizing a safe and secure society, respect for human rights and enhancing human capital, and contributing to local communities” It is a policy to identify and deal with it. As a passing point for steadily implementing such initiatives, the company has formulated a four-year medium-term management plan (fiscal year ending 2024/3 to fiscal year ending 2027/3) with electrification leaders, safety/driving support technology, and mobility businesses as priority measures, and is currently implementing it.

2. Progress of the medium-term management plan

In the medium-term management plan, we aimed to achieve financial targets such as securing the level of new car sales before the COVID-19 pandemic in terms of sales, increasing sales and profits in the main dealer business, increasing earnings in the stock business, strengthening investment in human resources and digital in terms of cost, and optimizing equipment costs and expenses, and aimed to achieve financial targets such as sales of 155 billion yen, operating income of 6.5 billion yen, and dividend ratio of 30% or more for the 2027/3 fiscal year. In addition, they also promoted movements towards carbon neutral, and simultaneously aimed to achieve long-term non-financial targets such as maintaining an electrification ratio of passenger cars of 90% or more and reducing CO2 emissions by 0.016 million tons through EV sales. Of these, in addition to the electrification ratio, operating income, which is the center of financial targets, is expected to be achieved 3 years ahead of schedule for the fiscal year ending 2024/3, and the target for the fiscal year ending 2025/3, which is predicted to decline in profit, will also be cleared. Securing operating profit was going well, and achievement of some other goals has come into view.

(Written by FISCO Visiting Analyst Miyata Hitomitsu)