Nissan Motor Ltd S/Adr

We would like to begin the fiscal year 2022 financial results announcement. We are grateful for the many of you who have chosen to join us today. Let me introduce to you the participants. CEO, Mr. Uchida Makoto. COO, Mr. Ashwani Gupta. CFO, Mr. Stephen Ma. Again, thank you for joining us. At the beginning, our COO, Mr. Gupta, will present the fiscal year 2022 financial results. Mr. Gupta, please.

Thank you, Hamaguchi-san. Hello, everyone. Welcome to Nissan's full year financial results for fiscal year 2022. Let me begin with my sincere appreciation to our partners, customers, and employees for supporting us through yet another challenging year. We are making company-wide efforts to deliver new cars as soon as possible with the cooperation of our suppliers, dealers, and everyone else involved. I would like to sincerely apologize to our customers who are facing delivery delays. As always, Nissan's number one priority is to meet our customer needs. Nissan has faced many headwinds over the past year, but we have clearly identified the challenges, addressed them decisively, and delivered results. Now I will take you through our retail sales for the 12 month period ending March 31st, 2023, as well as our fourth quarter production volume and unit sales for the final three months of the fiscal year 2022. After that, I will then explain in more detail how we perform in our core markets, Japan, US, Europe, and China. In my introductory remarks, I mentioned headwinds and challenging conditions. This slide shows the impact of these trends. For the 12-month period, the global unit sales saw a decline of 14.7% to 3.305 million. This is due to the combination of factors like COVID disruption in China, as well as headwinds, including supply chain and logistics constraints. In China, unit sales were down by 24.3% to 1.045 million units, primarily due to reduced production linked to COVID lockdowns. By contrast, sales in our home market of Japan were up 6.1% at 454,000 units amid growing demand for electrified models. In North America, unit sales declined 13.5% to 1.023 million vehicles as we continue to prioritize value over volume. In Europe, sales are down 9.2% to 308,000 units. However, European sales rose 5.5% to 305,000 units when adjusted for our withdrawal from the Russian market in 2022. In other markets, 12-month sales were down 12.8% to 474,000 units. Our global production was up 12.1% at 2.32 million units when you exclude China. Output was flat at 3.38 million units with China included. Now, turning to our fourth quarter results, despite challenging market conditions in China, we saw improvements in other parts of the world, which was mainly because of availability of the semiconductors. Our global production volumes fell 8.8% year-on-year to 854,000 units. Globally, excluding China, fourth-quarter production volumes increased by 23.9% on a year to 678,000 units amidst rising demand of our popular models. Production in China was down 54.8% to 177,000 units in the fourth quarter, compared with the prior year quarter as we adjusted output to market conditions, including several headwinds mentioned earlier. Turning to unit sales, global retail sales declined by 7.8% year-on-year to 894,000 units. Excluding China, global unit sales were up 13% with particularly encouraging performances in Europe and North America. In our home market of Japan, unit sales rose 3.6% to 144,000 units. In North America, sales went up 17.4% to 316,000 units. And in Europe, where demand for electrified vehicles has been strong, our sales increased 28.7% to 100,000 units. Excluding the impact of prior year sales in Russia, our European sales rose 51.6%. Sales in other markets were up 3.9% at 127,000 units. Sales in China were down 42.7% to 207,000 units in the fourth quarter. In China, the rate of year-on-year decline was less severe when we exclude production volumes and unit sales from our partner Dongfeng Automobile, which was deconsolidated in October 2022. I will now go through our performance in core markets for the 12 months to March 31, 2023. As part of Nissan Next, we have diligently transitioned our business from volume to value. Now is an appropriate moment to explain our progress in areas including our product lineup and our transition to electrification. as well as our efforts to improve the profitability of core models, to build share in key segments and to enhance our customer experience. In Japan, our strategic goal is reflected by the number one segment share for our electrified Note and Aura models, where we sold 113,000 units in the past fiscal year. Across our model range, we have increased our e-power presence, bringing our cumulative electrified unit sales more than 800,000 units since 2016. Nissan has also democratized the availability of electric vehicles with our award-winning Sakura K-Car. It has been awarded three Car of the Year awards in Japan with unit sales reaching 33,000. With the success of those electrified models, our electrification ratio in Japan has increased by 9 points from last year and reached 48%. Turning to the United States, in this core market, we have focused on the quality of our business presence. Among our core models, the rogue segment share has increased to 7% and net revenue per unit rose 20%. Ultima has increased its segment share to 16% and net revenue per unit rose 21%. The revenue per unit for the Pathfinder is even more impressive. It rose significantly by 48% and secured a higher segment share of 6%. And in the mid-sized pickup market, the Frontier has lifted its segment share to 10% and net revenues per unit rose 36%. These improving revenues per unit proves that our core models are well accepted by the United States customers and becoming as a foundation of probability in United States. I will now turn to the performance in Europe. The European market is transitioning rapidly to electrification, driven by a combination of new model launches and government support in several countries. Nissan has kept pace with this transition. Our electrification sales mix has almost doubled from 12% to 23% year-on-year with the availability of e-power models accelerating our strong presence in electric vehicles. This helped lift our net revenue per unit in Europe by 10%, with particularly strong demand for the best-selling Qashqai, the all-electric Ariya, and the pioneering Leaf. Looking now at China in detail, the market environment was extremely challenging in the past fiscal year. Nissan was impacted by significant headwinds in China, including continued COVID-related lockdowns, restrictions on manufacturing activity, At the same time, we faced continued semiconductor shortage, which had a direct effect on production and sales. During the past year, the Chinese market was characterized by both a rapid shift to digitalization of customer behavior and, most important, intensifying competition. Under this challenging environment, we prioritized the performance of core models and the customer experience in China. As a result, our SILFI model remained market-leading sedan for the third year in succession. Last year, we sold more than 420,000 SILFI vehicles in China, representing a segment share of 15%. We also put our effort on digitizing the customer experience. This reflects the growing importance of digitally influenced purchase decisions, which now account for almost a third of sales in China. In response, we upgraded the Nissan Intelligent App with functions enabling online purchase, maintenance contracts, and roadside assistance. These initiatives underline Nissan's determination to manage its performance in China. I will now explain how our market performance has impacted our overall financial results. The next two slides show our key financial performance indicators on both the China JV proportionate basis and equity basis for fiscal 2022 and the fourth quarter. As you will see, despite the challenging environment, we have exceeded the financial outlook that we provided in November 2022 at our first half earnings announcement. On an equity basis, which is without our China JV operations, our net revenue for the year increased from the prior year to 10.6 trillion yen. Our operating profit was 377.1 billion yen, representing an operating margin of 3.6%. Net income was 221.9 billion yen. Excluding the one-time loss from the exit from the Russian market this year, net income would have significantly improved from the prior year to 341.9 billion yen. Nissan's automotive operating profit continued to be positive for three consecutive quarters as we remain committed to strengthening the sustainability of our core business. Free cash flow for the automotive business was a positive 186.7 billion yen. Net cash for the automotive business was 1.21 trillion yen. On a proportionate basis, which includes our China JV operations, our net revenue rose to 11.81 trillion yen from 9.74 trillion yen last year. Operating profit for the year reached 484.6 billion yen with an operating margin of 4.1%. Free cash flow for the automotive business was a positive 14.6 billion yen. It was lower than the equity basis, as free cash flow for our China operation was significantly impacted by the pandemic as well as semiconductor shortage. Net cash for the automotive business was 1.54 trillion yen. We continue to maintain strong levels of liquidity. Our cash and cash equivalents for the automotive business was 1.9 trillion yen on an equity basis and 2.26 trillion yen on a proportionate basis. We also maintained approximately 1.76 trillion yen in unused committed credit lines. This next slide highlights our key financial performance indicators for the three months ending March 31, 2022. On an equity basis which excludes contributions from our China JV operations, our net revenues for the fourth quarter rose to 3.1 trillion yen from 2.27 trillion yen in the same period of 2021. On the same basis, operating profit for the period was 87.4 billion yen with an operating margin of 2.8%. For the fourth quarter, net income was 106.9 billion yen. Our automotive free cash flow significantly improved in the fourth quarter to a positive 165.7 billion yen versus 55.5 billion yen in the prior year. On a proportionate basis, which includes our China operations, our net revenue for the fourth quarter rose to 3.36 trillion yen from 2.63 trillion yen last year. Operating profit under this measure reached 109.5 billion yen for the quarter, representing an operating margin of 3.3%. In the fourth quarter, automotive free cash flow totaled 46.8 billion yen. Now let us look at the financial performance for the fiscal year. This is the income statement for the fiscal year ending March 31, 2023 on an equity basis. Net revenue increased by 2.17 trillion yen from the previous year to 10.6 trillion yen. Net revenue increased year on year, which was primarily driven by the improvement in the net revenue per unit as well as the weakening of the yen. Operating profit increased by 129.8 billion yen from the prior year to 377.1 billion yen. representing an operating margin of 3.6%. I will explain the details on the variance on the next slide. Extraordinary items deteriorated from the previous year due to one-time profit from the sale of Daimler shares in FY21, as well as a one-time loss from the exit from Russian market in FY24. This was partially offset by the improvement in non-operating income thanks primarily to the contributions from companies under the equity method. As a result, our net income for the fiscal year increased 6.4 billion yen to 221.9 billion yen. For the three-month period, the net income increased significantly from the previous year to 106.9 billion yen. Turning now to the operating profit variance analysis for the fiscal year ending March 31st, 2023, this slide shows the variance from an operating loss in FY21 to the operating profit in FY22. Foreign exchange had a positive impact of 185.7 billion yen primary due to strong US dollar. The increase in raw material prices had a negative impact of 230.8 billion yen as a result of the price hike in materials. Sales performance had a positive impact of 491.1 billion yen. This was primarily driven by excellent acceptance of high-value products coupled with disciplined price management, which is a result of our continued initiatives to improve quality of sales. Monozukuri cost is affected primarily by the inflation and is showing a negative impact of 126.6 billion yen. Other items which had a negative impact of 189.6 billion yen include a decrease in operating profit from the sales finance business primary due to the one-time release of provisions in the prior year, as well as the impact from decline in asset size and used vehicle prices. As I mentioned in my opening remarks, fiscal 2022 was impacted by challenges, including continued COVID disruption in China, as well as supply and logistic constraints, cost inflation, and several other headwinds. Despite this challenging environment, Nissan has reported significant improvements in operating profit and a turnaround out of free cash flow positive. This demonstrates the benefits of our ongoing transformation, our increased agility and our operational flexibility. This contributed to improved quality of sales, higher revenue per unit for major models in each market and greater financial discipline. In addition, we are also showing steady progress toward our ambition of providing cleaner, safer and inclusive products to the market. In FY22, our global electrification mix has increased from 7% to 11%. That is on track with the Nissan Ambition target of more than 55% by 2030. I would like to express my sincere appreciation to all of our partners, suppliers, dealers, and our employees for the dedicated efforts and contribution to our long-term success. Now, I will hand over to Uchida-san. Uchida-san.

Ashwani, thank you so much. Turning now to the outlook for the fiscal year 2023. Let me start with the volume outlook. In fiscal year 2022, our production and sales were severely strained by a series of challenges including continued chip shortages, impacts of the lockdown in Shanghai, and the surge of COVID-19 cases in China. Though global semiconductor supply shortage is yet to be resolved, the situation is improving. China's end-to-zero COVID policy resulted in normalizing its economic activity. As Ashwani mentioned, our new products that were recently launched are gaining traction, and many of them increased the segment share. Given the circumstances, we are forecasting a global production volume of 4.1 million units and a global sales volume of 4 million units, both up 21% over the prior year. As competition intensifies in China market, we project a more modest growth than that of the rest of the regions. I will elaborate on China later. Based on the volume assumption, this is the summary income statement for the outlook for this year. Net revenue is expected to increase by 17% EUR to 12.4 trillion yen. We are forecasting our operating profit to increase by 37.9% to 520 billion yen, which equates to an operating profit margin of 4.2%, up 0.6 percentage points. Net income is expected to increase by 42% to 315 billion yen. Forex assumption is 130 yen to a US dollar and 135 yen to a euro. This slide provides the year-on-year operating profit variance for the fiscal year forecast. Due to the appreciation of yen, foreign exchange is expected to have a negative impact of 85 billion yen. After an inflationary surge, raw material prices are stabilizing but are expected to remain high. The estimated impact is a positive 30 billion yen with a slight improvement year-on-year. Sales performance is forecasted to have a positive impact of 450 billion yen, mainly driven by sales growth and continued value pricing. Monosukuri costs are expected to have a negative impact of 110 billion yen. While production efficiency is expected to improve as volume grows, we foresee increasing costs due to inflation as well as bigger R&D investments. for the future growth others are expected to have a negative impact of 142 billion yen sales finance business while continuing to deliver solid results is expected to have negative impact due to significant increase in market interest rates and normalization of used car market turning to shareholder return In our previous announcement, we mentioned to pay the fiscal year 2022 year-end dividend of 5 yen or more per share based on the profit, automotive free cash flow, cash on hand, and other results of fiscal year 2022. The board decided today to propose to pay a dividend of 10 yen per share at the annual general shareholders meeting in June. For fiscal year 2023, we have set our dividend outlook at 15 yen or more per share in order to strike an optimal balance between making investments to ensure sustainable growth, maintaining our capacity to weather headwinds in an uncertain economic environment, and further enhancement of shareholder return. The dividend amount will be updated as necessary as we progress in fiscal year 2023. Nissan continues to boost shareholder return by further improving the company's performance and building stronger financial foundation. In addition to increasing dividend payment, we see an urgent need to improve the price-to-book ratio that is well below 1.0 as soon as possible to increase shareholder value. These were the results of Fiscal Year 2022 and the outlook for Fiscal Year 2023. This year is the final year of Nissan NEX business transformation. Let me present the progress so far and ongoing challenges. Under Nissan NEX that started in May 2020, we have been rationalizing production capacity and costs while prioritizing and focusing on core markets, products, and technologies to build stronger business foundations. Introduction of new competitive models equipped with the latest technologies, including electrification and vehicle intelligence, as Ashwani mentioned, is significantly increasing customer satisfaction and revenue per unit and boosting our operating profit. The company grew into a more streamlined and agile organization while continuously reducing fixed costs. We have been strengthening our financial foundation to ensure stable earnings irrespective of the business environment. Nissan currently has a capacity that exceeds the annual production plan. We are making every effort to enable the plants to build cars according to the plan. Business climate is totally different from our initial assumption of Nissan Next. We will keep a close eye on the market trends and explore opportunities. Our efforts for growth are well underway. Nissan is working on latest innovations that will drive the future of mobility. We have made a further progress in the development of materials for all solid-state batteries, which are a game-changer in electrification. We are achieving charging performance that far exceeds existing liquid lithium-ion batteries while still maintaining high energy density. The driving force behind this is an open and close collaboration between material suppliers and our R&D community. Our next challenge is to develop batteries large enough to be used in electric vehicles. We have completed the concept of the pilot production line scheduled to start operation in 2024. We hope to show you a prototype vehicle with an all-solid state battery as soon as possible. We are also working on XM1, Nissan's new approach to e-power train development in which both our EV and e-power part trains are built with modular components. Nissan aims to achieve an e-power price parity with internal combustion engine by 2026 with this new approach and accelerate democratization of electrified vehicles. In order to build safer mobility, we are developing the next-generation LiDAR technology with significantly enhanced collision avoidance operation. The areas of improvement are very clear to us, and company-wide efforts are underway to address them. As I said, Nissan is currently unable to make up for the production and sales loss in China by the rest of the regions. As a result, contribution of our Chinese operation declined, and the expected operating margin for fiscal year 2023 is slightly short of the Nissan's next milestone. We knew that the business environment in China is undergoing significant changes. I saw it for myself during my trip to China last month. the market is changing much faster than we had anticipated. In order for Nissan to sustain and grow its business in the market, we must break away of traditional processes and methodologies and redesign our business structure into the one with more agility. We are going to incorporate concrete action plan into the next midterm plan, which is under development. Nissan intends to maximize the use of existing assets and carry out necessary reforms with speed. This year, our Chinese joint venture marks its 20th anniversary. Over that time, we have sold more than 15 million units to our value customers in China. This is a big asset. Nissan does business in China across the entire value chain, including part sourcing, designing, development, production, sales, and after sales. We also have a competitive in-house engineering team in the digital domain, such as connectivity and application, that is high in demand. In addition to Nissan and Infiniti brands, we have Venutia, our local brand, which is another great asset. We believe that Venetia will provide us with more growth opportunities in the future. We intend to leverage the Venetia brand as well as Nissan Infinity brands that enjoys greater agility to address the fast-growing market of new energy vehicles through timely introduction of new models. These assets make us as competitive as other local brands. This is one of the strengths that only Nissan enjoys among other joint venture brands that are facing similar challenges. Nissan plans to unveil the new midterm plan around this fall, which is intended to bridge to our ambition 2030 and will ensure sustainable growth of the company and increase our corporate value by further promoting prioritization and focus and building a stronger financial foundation that enables us to enjoy stable earnings. The plan will also include concrete action required to achieve carbon neutrality and empower mobility and society growth strategy using alliance and other partnerships and initiatives to create new business opportunities by capitalizing on our strengths such as electrification and vehicle intelligence technologies. I will also present a financial strategy to achieve return on capital in excess of the cost of capital in the announcement, which I referred to earlier. Nissan is celebrating its 90th anniversary this year. The company faces a series of challenges. Despite the environment, we continue to take on challenges as one team to carry on the history and make Nissan shine for the next 100 years. Thank you for your attention. Okay, thank you very much. We would like to start the Q&A session. Please limit the number of questions to two per person. If you have a question, please raise your virtual hand on the Zoom system. When we call your name, please switch on your camera and microphone, and once you see your own face on the screen, please start asking the question. The face of yours will be only visible for those who are joining this system. Okay, shall we start with Nikkei Shimbun? Uehara-san, please. Uehara-san of Nikkei Shimbun? Hello, do you mean me? This is Uehara of Nikkei Shimbun. Yes, go ahead. Yes, hello. Excuse me. I have two questions. U.S. is the first one. Production and sales forecast for this fiscal year is a question. For the production, you are trying to resolve the bottleneck, I believe. Specifically, how are you going to grow this? And the sales, as the interest rates are hiking and the recession possibility is heightening, so how do you perceive the environment for the sales? And the second one is the sales finance business forecast for this fiscal year. Interest rate is hiking. And the net credit loss, provision for net credit loss may be increasing. How does it impact the profit and bottom line? And it's really hard for me. The purchasing environment, the procurement environment, how do you perceive this? Sorry, it was very unclear. Thank you for the question. There are two questions that you raised. Talking about the sales finance, I would like to ask Kocha-san, who is a senior vice president, to answer about the sales finance. And the first question, excuse me, it was the connection was poor. Are you asking how we are growing the sales and production in the U.S.? I think that's what you meant. If you look at the U.S. market... Is there any big impact that we expect in U.S. on sales and production? I think we see opportunities in U.S. I showed you the numbers earlier. For example, in 2022 Q4, compared to the prior year, U.S. grew a lot. In the full year, because of the supply chain challenges, it was difficult. But we... Compared to last year, we are trying to grow the product lineup like Rogue, Sentra. We have a plan to double the number for Sentra, for example. Driven by these models, we would like to achieve 29% growth rate that we are foreseeing. And this is what the sales is expected to contribute. And the relationship with the dealers are becoming better. In 2020, we announced Nissan Next in order to enhance the quality of sales. And these are becoming a reality. And as a result, our Nissan products are well received by the market. That is why we believe that the sales volume in U.S. in 2023 can grow. This is what's behind the numbers. And the second question, excuse me, sales finance, I would like to ask SVP Kuchasan to answer. Go ahead.

Thank you, Yara-san, for your question. And you're absolutely right. The interest rates are rising, not just in the U.S., but across all over the world. And in the U.S. and other markets, delinquencies are also rising. However, we are managing the risk very well. We expect another solid year of sales finance profits, although we already said that it's going to be lower. Then fiscal year 22 for the reasons higher interest rates as well as the high delinquencies. We have no refinancing risk. Our balance sheet in the sales finance business, like in the auto business, is very solid. 38% of our assets are actually self-funded by equity or group loans. So lenders see that and they get a lot of comfort. On delinquencies, even though they are rising, they are significantly lower than what we have seen in the past. So we are very, very comfortable. The business is being managed in a very effective way, and we continue to see good performance there. Thank you, Hara-san. I hope I answered your question.

Thank you. Yes, thank you. Okay, moving on to the next question.

You are NHK, no?

Yamane-san of NHK. This is Yamane of NHK. Thank you for this opportunity. I have two questions. First, last year's performance, China business. China, due to the impact from lockdown, you had suffered. My question to Uchida-san. You said that the speed is transforming very rapidly, specifically software, EV. What are the factors where the speed of change is fastest? And in order to... achieve victory, what are the factors necessary for Japanese manufacturers? Second, for the outlook for this year, revenue will be a record high, according to your forecast. Mr. Uchida, you have been talking about transformation of management as you were appointed to the CEO. What do you think about such outlook? And the global environment is still full of uncertainties. but your plan is to increase sales in all of the sectors. What is the basis of this outlook of record high revenues? This is Uchida speaking. Thank you for those two points. Dealing with the second point first, rather than talking about the basis in Nissan Next, we have committed to the change, and that will deliver fruit. Of course, there was the COVID chip shortage problem, but $4.1 million, What is the outlook of securing chips? In our relationship with suppliers, we are applying ingenuity to secure enough chips. Rather than the same saturation repeating this year, we think that gradual recovery will take place. Then the quality of sales and productivity to which we have injected will bear fruit. We will be able to manufacture, and that will serve as the backdrop of increased sales. And on your first point, the models that we have created are very interesting. popular amongst our customers. When we took over Nissan, the brand had been damaged and the brand value from even our perspective was at low price. Even from our perspective, we thought that it would have deserved a higher price. that's how low the quality was but now we are in a virtuous cycle and that is leading to higher sales and revenues so this is all uh due to the employees efforts they are given the credit and the top management who are sat here should be given the credit and the nissan's good points have delivered results we have a model that makes money but we should not be complacent the opaqueness of the business environment we are in is very serious there are many uncertainties so market by market the trend is changing the ecosystem is changing and i think it's all about securing strong presence and this would lead to the first question but One good example is China. And in fact, it's not just myself, but all the three of us have visited China. And later, Ashwani-san will probably comment on the actual situation on the field in China. But even before I became CEO, I was in charge of China back then. Local brands were already there. We witnessed the speed of development and agility to respond to market needs was already there. And during the past three years, there has been acceleration, neb. NEV is the word they use, and EV is already taken for granted, and there are many specifications that they are offering meeting the needs of the customers in order to secure prominence in the world of NEVs. We were really surprised and shocked. In just a matter of three and a half years, I was very impressed about how fast the speed has become. So we were reminded and we were reminded that we are in crisis. But we've been doing this for 20 years, and 15 million units have been sold in China. And the customers that own Nissan, they must become our repeat customers. And we need the measures to make them repeat customers so that they would choose Nissan for their next car. And on the other hand, if we look at our growth trajectory, news said EVs, C segment EVs. Can the conventional model be viable, I think we need to look at various potentials and possibilities. What can we do more by taking advantage of the assets we have already locally? We are already beginning to discuss these points with our partner. We haven't reached the point where we can disclose that with you, but when that time is ripe, we will comment on that.

Thank you, Yamane-san. Last year, it's very difficult to analyze the China performance because there are many factors which impacted the China performance. So, one, the external factors which were driven by the COVID and the lockdowns. Second, the semiconductor availability issues. The third is our own Nissan's X-Trail three-cylinder performance. And number four, that unavailability of the electric vehicles by Nissan in China. So when we saw in 2022 that the electrified market in China was rapidly grew, whereas we were short of the electrified vehicles. So that's why it's difficult to really categorize which goes where. Now, moving forward, when things are becoming normal in terms of COVID, in terms of semiconductor availability, what are the three big things which are changing in China? Two years before, we thought that electrification is driven by number plate restrictions, by the incentives, and so on. Whereas after two years, what we understand that it is customer also which is pulling the electrified vehicles. For example, the 60% of the new electric cars are bought by the first-time buyers. So that's the first big change. The second big change, two years before, what we thought is the software or the customer service is totally changed to software first and the chassis and the tires and the instrument panel after. And this is where the market has changed significantly. And the third most important is time to market, which in China we see clearly between two to three years time to market, whereas the global automotive manufacturers have much more time to market. So I think these are the three things which have changed absolutely in China in the last two to three years. And that's why we have to speed up and align or redefine the way we design, the way we manufacture, the way we sell cars in China. Hope it answers your question. Thank you.

Okay, thank you so much. Yes, thank you. Moving on to the next question. Nikkan Jidoushashinbun, Mizutori-san, please. Mizutori-san? Nikan Jidousha, my name is Mizutori. Hello, do you hear me? Yes, we do. Thank you so much. I have two questions. The first one, earlier you touched upon that Nissan NEX, how do you assess the Nissan NEX performance so far? Earlier you said that since 2020, your profit or earning capabilities has been rising, but if you look at the operating profit guidance, it's a little over 4% for this fiscal year, which is falling short of the Nissan NEX milestone. Having said that, once you have the ample supply of parts, do you think that you can achieve this operating margin milestone so the financial foundation is strong that enables you to achieve the milestone of Nissan NEXT? Semiconductor supply shortage will continue, right? So in order to boost the operating margin and come closer to Nissan NEXT milestone, is there anything that you can do more? And the second question is about the operating profit by region for Japan. Compared to fiscal year 2022, it's better, but... It's like 150.3 billion yen. So this is a pretty big amount. R&D expenses are borne by Japan, which is greater than the rest of the regions, and this may be one of the reasons. But the amount is so big. So what are you going to do to restore the profitability of Japan's operation? Yes, thank you for the question. Yes, Inisa next, as I said. In fiscal year 2020, we first focused on building a stronger financial foundation and make sure that the business was in a tough situation, as you may remember. When I became CEO, I said that Nissan can do more than what you see today. And we have wonderful talent. We have a lot of talented people within the organization. And I thought this was the responsibility of management to guide them. So with the Nissan Next, as a result, we have been improving the brand, which was damaged thanks to the efforts by our employees. and not only the operations but the partners sales uh the dealers the relationship with dealers are becoming better and this is another big factor and taking this into account this full year guidance of 2023 was calculated products are better relationship is better having said that we need to make changes in other aspects In order to pursue growth, we need to think of a way to look for new sources of revenue or digital efforts on top of what we have made in the past years. That is what is expected to do to answer the strategic questions in the next midterm plan. And in the current portfolio, the main battlefield is U.S., Japan, and China. China, there was a question about China earlier. In order for Nissan to grow and how to make customers understand the value of Nissan, what do we do concrete? Unless we show this concrete plan, Nissan's future potential from the market perception will not be convincing enough. This year, as I said, in the new midterm plan, which we will unveil this year, we would like to make this clear so that you understand. And the second question, there are some figures, so I would like to ask CFO to provide additional information to answer your question.

Thank you, Ms. Tori-san. I'm sorry, I did not quite catch your question. Sorry for the transition. Could you repeat the question one more time for me? Yes.

Sure, says Mizutori-san. Yes, the regional breakdown of operating profit, especially Japan. How are you going to restore the profitability of Japan? Because you have a big loss in Japan. According to the document, it's 150.3 billion of losses made by Japan operation alone. So how are you going to restore this profitability? What are you going to do? to improve this profitability?

Japan is showing a negative number, but that negative number has hugely declined versus previous year. A big improvement. So if you look at the details, it's improved by, I think they reduced the loss by at least a half, and it's improving further. And obviously, as mentioned earlier by our CEO and CEO, it's a volume story. We need to increase the volume, obviously. We don't have enough scale right now to cover all the fixed costs. And as you rightly mentioned, some of the global fixed costs are in Japan. So there's a global cost in here. Of course, the way to go forward to get that back to positive territories, one is volume, second is continuing the good financial discipline we have in terms of fixed cost control, and three is looking at how we optimize the mix and production and how we look at everything. Of course, given the current inflationary environment, energy cost and many things, another thing we're looking at also in Japan recently is how to rectify or set the right pricing in the Japan market as well to reflect the latest environment. So we're doing everything from all the angles, and hopefully you will get better next time you see these numbers. Thank you.

Okay, thank you so much. Moving on to the next question. Asahi Shimbun, Kondo-san, please.

Kondo of Asahi newspaper. I hope you can hear my voice. Yes, we can. Thank you very much. I have a question on China and the U.S., one question each. China market, yes, you mentioned that harshness continues. We understand that. And in the midst of such environment, plus 8.1 percent, 1.13 million is the outlook. NEV is emerging and ICE is struggling. How are you going to reach the number of units? And you want to be profitable. Can you reach 1.13 with profitability? ICE is difficult. So how are you going to balance the presence, the profitability, and the market environment to reach such outlook? That's my first question. Secondly, U.S. EV strategy. This term... your outlook is for number of units to grow, volume to grow. But BEV portion will increase. IRA, Inflation Reduction Act. Under that, LEAF was put out of the scope, but supply chain resilience, how do you intend to tackle the IRA issues, and how are you designing incentive in the U.S. market? Those are my questions. Thank you. Then, regarding IRA, I will ask Ashwani to respond, and on the rest, I will add some comments. Please go ahead. The IRA is

Thank you. The U.S., I think the second question, first of all, the U.S. EV strategy is same as our global EV strategy. We have launched LEAF. We have launched ARIA, which is doing a big job. good reception from the customers. Of course, LEAF, we started manufacturing in 2011, and ARIA we are exporting from Japan. But as we announced last year, $500 million of investment in Canton to come up with brand new four cars. These all four cars are being targeted in to be localized in the United States, starting from platform to battery to V power train and so on. Now, why LEAF has been excluded from IRA is IRA is recently announced. LEAF, we started manufacturing in 2010. So when we designed, developed LEAF, we never had in our mind that what would be the IRA regulations. That's the reason that LEAF is not in the IRA. Having said that, what would be our next step? So next step, as I said, the four models, battery electric models, which we are going to manufacture in the United States, we are targeting to qualify for the IRA by addressing platform, e-powertrain, and the battery localization. Thank you.

So in that sense, including IRA, Nissan is trying to enjoy the benefit with these new models, and we are deepening the collaborations with the suppliers to this end. And talking about China, China, new energy vehicles are growing largely, but C-segment, where we are strong with SILFI, We see a strong demand in this segment as well. So we are planning for the new products. So along with these, we would like to boost the volume in China. That's how we calculate the folio guidance. As I said, our units and operation is pretty big, which we are proud about. So we would like to deliver the products that the customers will accept based on this volume. As you said, the latest circumstances in China is very tough, challenging. So profitability and make sure we have to strike a balance between price and profit. as we operate the chinese business we are having a close eye on the market trend we will look at the next three months review closely and determine the direction now we have see the necessity to figure out the directionality of the operation in china we are not overly optimistic optimistic we have a capacity and sales power but the market circumstances are extremely challenging In the next three months, we have to see how it will turn out. In many aspects, we need to anticipate things. When we announce the first quarter results, let me share with you what we have reviewed about China. Thank you. Thank you so much. Next one will be the last question. Toyo Keizai Inoue-san, please. Inoue-san. Inoue-san, do you hear us? Do you hear me? Yes, go ahead, Inoue-san. This is Inoue from Kyoyo Keizai. For the full year guidance of 2023, I have a question. The first one. Operating profit will increase thanks to raw materials because this has a benefit. That's why I see the variance. Raw material... Will this be bigger impact? How do you assess the raw material impact for this fiscal year? That's my question. And the other one, in the financial documents, production volume guidance was never unveiled in the past quarters, but you are showing this this time for the first time. Why? Thank you. Thank you.

Regarding the first question, I will ask a CFO to respond.

I think, as we all saw in FY22, raw material prices went up hugely, and they reached a very high level. And as we can see from the market prices in recent months, it has plateaued and it has come down generally. So all the major raw material prices have come down. It's still fairly high. compared to two or three years ago, but it has come down since last year. So what we have done in the outlook for next year, we already incorporate partially some of that good news in our estimation. In recent weeks, I think some of the prices come down even more. What's still kind of expensive is EV-related kind of materials. They're still kind of high, but also they seem to be softening. So outlook should be okay. We're just now looking to see how... when they will stabilize. So right now I feel comfortable with this assumption in the budget for next year. Production volume guidance. I believe historically in the past Nissan used to a long time ago give production guidance. I think the last few years we haven't given because of COVID and not many other things we didn't give that. But now that we have better visibility of our supply chain, and hopefully things are recovering. And we want to sort of give this indication, because with the production and retail, you can also understand potentially what the wholesale, which is also driving the financials. The timing, there will always be some lag in the timing, but the production will be a sort of leading indicator that shows you where the trend is going. So I think the production volume as we disclose for next year is 4.1 million, retail is 4 million, which means the volume is growing. Given that these two numbers are growing roughly 21%, you can safely assume also the wholesale volume is roughly 20-21% growth, which drives our financials.

Okay, thank you so much. Now it's 5.30, so we would like to end this session. Thank you for joining us.