Has Nissan changed one year after “Gone Shock”? 18:58 on November 18

The case where Carlos Ghosn, who has been leading the Union for many years as the head of both Nissan Motor and France Renault, was arrested for a huge sum of money, spread a huge impact both at home and abroad. Then one year. To what extent has the management structure of “Post-Gone”, which Nissan has been annoying, advanced? (Ministry of Economic Affairs, Keita Suzuki, Maiko Oe, Keisuke Sasaki)

A brand that shakes a lot

“It was a big shock for the sales site,” recalls Mr. Yukihiko Iya, the manager of a Nissan dealer in Shinagawa-ku, Tokyo.

The number of new customers decreased after the incident, and “customers” received distrust and harsh voices about Nissan. What can we do to restore trust from the standpoint of the dealer? Mr. Itani says that he has been working hard to eliminate the distrust of customers with a more careful customer service than ever before.

“I hear that Nissan's governance is improving. I want the new management team to be launched in December to make steady reforms.”

Tug of war with Renault in the midst of reform

Create a “post-gone” management system. The key was to radically change the system where authority was concentrated on top management.

The pillar will be the transition to a company with a nominating committee. The idea is to increase the transparency of management by deciding personnel and remuneration mainly by outside directors.

At the general meeting of shareholders in June, 7 out of 11 directors became outside directors. (Until then, 3 out of 8 outside directors)

The outside director also serves as chairman of the board of directors. However, the road to “a company with a nominating committee” was not flat. This is because Renault wants to strengthen Nissan's involvement in management.

In front of the general meeting of shareholders, Renault demands more posts from Renault in three new committees: “Nomination Committee”, “Remuneration Committee” and “Audit Committee”. Even after abstaining from voting, Nissan accepted Renault's claim. The reform also required a certain compromise.

Proof of reform, top change

On the other hand, there was also an event that showed that governance reform was advanced. This is the resignation of former President Nishikawa.

At the September Board of Directors meeting, Mr. Nishikawa, who had a problem of uncertain remuneration, demanded immediate resignation. Ironically, Mr. Nishikawa will accept his resignation as a result of the governance reform that he took the initiative after the Ghosn incident.

In the new management system that was decided after that, in addition to President Makoto Uchida (53) who changed from a trading company to Nissan, Deputy COO of Seki Jun of Nissan (58), Mitsubishi Motors Co., Ltd., Ashwani Gupta COO (49) Will be greeted. (Both are scheduled to take office on December 1)
In addition to rejuvenating, he is responsible for the management of a unique “troika system”.

How to see Nissan's reform

How do you see the history of Nissan's reform over the past year? Kazuhiko Hatakeyama, CEO of management co-creation, who is involved in the restructuring of many companies and also serves as an outside director of a large company, says:

“We have set the necessary conditions, but it's time to see if it really works. In many cases, it's common to feel relieved by putting in the system. Since Nissan is a company of that size, governance works. The quality of management will change, and various people will be happy and unhappy. What should a listed company do?

"That's why, whatever Renault, a major shareholder says, we are committed to exercising governance in a way that makes the best interest for Nissan's stakeholders (general shareholders, business partners, employees, etc.). "What kind of preparedness and willingness to tackle governance will be rigorously asked."

How to make it effective

Kansai Electric Power, Suruga Bank, Japan Post. Recently, there have been many Japanese companies that have been asked about the way of governance due to scandals.

Companies like Toshiba, who took the initiative in increasing the number of outside directors and were regarded as honor students, could not prevent the problem of fraudulent accounting.

Of the companies listed on the first section of the Tokyo Stock Exchange, the number of directors with more than one-third of independent outside directors has increased to 43%. (TSE summary)

The number of lawyers, accountants, and corporate managers is increasing, and the number of women and foreign outside directors has increased. What will be questioned in the future is the effectiveness of management checks by such outside directors. Experts also point out that “there is a lot of emphasis on format, so it may be a similar structure regardless of the type of industry or company”.

Olympus, which was once shaken by powdered accounts, has welcomed new external directors in addition to partners in major shareholder funds, as well as people who can handle overseas medical businesses. The aim is to make use of the connoisseurs of the person who has a background in the main business.

Nissan's outside directors include people from major domestic banks and bureaucrats, as well as those who have been engaged in management at major domestic and overseas companies such as oil retailers, electrical manufacturers and tire manufacturers.

To what extent can their check function and rejuvenating “Troika system” be successful in many issues such as continuous governance reform, urgent recovery in business performance, and rebuilding of the relationship with Renault? Nissan has no time to step on.

Keita Suzuki, reporter of the Ministry of Economic Affairs Covered mainly in the primary industry at the Obihiro Bureau from the Ministry of Economic Affairs in 2003

Economic Department reporter Mae Oe Joined in 2009 Mito Station After working at Fukuoka Station, now in charge of the automobile industry

Keisuke Sasaki, a reporter from the Ministry of Economic Affairs, joined Shizuoka Station and Hamamatsu Branch in 2014.