I am Takashi Tomiyama, the President of Nissan Shatai Co., Ltd.

In the fiscal year ending in March 2026, while the economy of Japan recovered moderately, it was necessary to pay attention to the impact of continued price rises on personal consumption, etc.Regarding the environment surrounding the Nissan Shatai Group, a situation continued in which we needed to pay close attention not only to indirect effects on the global economy due to trade issues, mainly led by the United States, but also to the impact of developments in the Middle East that occurred in the fourth quarter.

In this environment, the volume of vehicles from Nissan Motor Co., Ltd. increased by 5.6% compared to the same period last year to 154,668 units, mainly due to increased sales of the all-new Patrol and the all-new Armada, production of which commenced in the previous consolidated fiscal year, among other factors. Net sales increased by 15.2% to 403.8 billion yen due to the impact of the increase in the number of units, among other factors.

Looking at income and loss, operating income increased by 175.1% to 14.1 billion yen due to improved production efficiency, among other factors, in addition to the increase in the number of units. Ordinary income increased by 157.9% to 15.0 billion yen. In special gains and losses, an impairment loss on fixed assets of 2.6 billion yen and a provision for business restructuring of 2.1 billion yen were recorded as special losses in connection with the business conversion of the Shonan Plant to service parts production, the latter representing a reasonable estimate of costs associated with personnel measures targeting approximately 800 employees across the Group. As a result, profit attributable to owners of the parent increased by 127.3% to 6.8 billion yen.

In April 2023, Nissan Shatai launched a Medium-term Management Plan covering fiscal years 2023 to 2027, with an awareness of the environmental changes of the necessity of a response to climate change, changes in the needs of the market, the increase in the societal responsibilities required of companies, and changes in the working population and the awareness of employees.
We have defined our Vision for our future as “Contribute to society through our commercial vehicles, premium cars, specially equipped vehicles, and support businesses, and become the one and only presence trusted by our customers,” and we are working to expand the following three major businesses.
First, in commercial vehicles and premium cars, we will continue to respond to diversifying customer needs and market requirements, improve quality and product added value, and increase our sales volume.
In our specially equipped vehicles business, we are working to expand sales by broadening our lineup beyond Nissan vehicles to cover a wide range, from kei cars to trucks manufactured by other manufacturers, while also strengthening our sales capabilities.
In our support businesses, we will continue to meet a wide range of customer needs by expanding the scope of our provision of experimental evaluation, design, and trial production services to include work commissioned from companies other than Nissan Motor.
With production of mass-produced vehicles at the Shonan Plant scheduled to conclude by the end of March 2027, we have decided to convert the plant into a service parts production facility. This decision reflects our assessment that the conversion will enable us to make use of our existing equipment, technologies, and skills, and that by incorporating service parts from other manufacturers, including those overseas, in addition to the vehicles we produce ourselves, we can expect strong scalability and continuity of the business. We will continue to leverage the strengths of the Shonan area to further expand our business.
Through these initiatives across the three businesses, we will work to improve net sales and profit, as well as corporate value.

In order to realize the aforementioned goals for our major businesses, the 2023-2027 Medium-term Management Plan focuses on three priority issues: “Sustainable corporate foundation,” “Creation of appealing products,” and “Evolution and deepening of uniqueness.”

The first pillar is a “Sustainable corporate foundation.”
In this Medium-term Management Plan, we advocate a “Sustainable corporate foundation” as the central pillar of our activities, and we are tackling ESG issues, namely “environmental,” “social” and “governance” issues to promote business activities centered on sustainability.
Firstly, regarding initiatives for achieving carbon neutrality by 2050, we have set the goal of reducing CO2 emissions per unit by 52% compared to fiscal 2018 levels by 2030. To date, we have implemented measures such as adopting LED lighting, reducing electricity consumption by visualizing power usage, and switching to “green power.”
Furthermore, we are actively working to utilize renewable energy, including the installation of solar panels on the headquarters roof.
Next, regarding our DE&I initiatives, we have continued to hold the “Eruboshi” certification, which can be earned by companies promoting the active participation of women, as well as the “Platinum Kurumin certification,” which is awarded to companies with particularly outstanding initiatives to support employees in balancing work and childcare. In fiscal 2025, we established a new leave program to help employees balance childcare and work, and launched activities to support partnerships, aiming to create a workplace where diverse values coexist.

Next is our second pillar, “Creation of appealing products.”
Approximately two years have passed since the luxury SUVs manufactured at Nissan Shatai Kyushu underwent their full model change, and they continue to enjoy strong popularity, particularly in the Middle East. In March 2026, the Patrol and the Armada received the iF Design Award.
In addition, we have commenced production of a high-performance NISMO model, which went on sale in July 2025.
Furthermore, the all-new Elgrand, which is undergoing its first full model change in 16 years, achieves outstanding quietness, high fuel efficiency, and a comfortable ride through its third-generation e-POWER, e-4ORCE, and next-generation Active Noise Control.
The all-new Elgrand has been featured in a wide variety of media and has been very well received. We will produce high-quality vehicles with a fully prepared production setup, and we look forward to your continued support.
Turning to commercial vehicles, the Caravan and the NV200 Vanette have each undergone minor changes. The Caravan has been enhanced with the addition of Intelligent Cruise Control and a 9-inch navigation system to support safety, security, and comfort, while the NV200 Vanette has been equipped with door mirrors with a “door-lock-linked folding function,” among other features.
Our specially equipped vehicle, the high-standard ambulance Paramedic, is a highly capable ambulance equipped with ventilators, defibrillators, and other life-saving equipment.
It is also fitted with functions that support medical care, including a motorized stretcher to reduce the burden of patient transport and an electronic shade to protect patient privacy.
In addition, Nissan Shatai and Auto Works Kyoto, a subsidiary specializing in specially equipped vehicles, planned and developed the “tabicafe,” a compact mobile accommodation vehicle, which went on sale in 2026. Based on the Caravan, it features a bright interior and a spacious bed, creating a relaxing space where two people and their pet can enjoy a café atmosphere at their leisure inside the vehicle.
In the area of EV conversion, Yamato Mobility & Mfg. Co., Ltd. and Auto Works Kyoto. entered into a business partnership in October 2025 and launched a business to convert highly reliable Japanese-made used trucks into EVs, contributing to the promotion of environmental initiatives.
Going forward, we will continue to meet a wide range of specially equipped vehicle needs, including those of government offices, and strive to strengthen our product appeal.

Next is the last pillar, “Evolution and deepening of uniqueness.”
The Shonan Plant will be converted into a service parts production facility.We are currently increasing production to respond to last-minute demand for the NV200 Vanette, and are working to ensure that we can deliver every last vehicle to our customers.
We are also engaged in technological development of dieless hemming, incremental forming, and 3D laser cutting machines, which enable part forming, hemming, trimming, and hole-cutting for ultra-low-volume production without the use of dedicated dies or jigs, and some of these technologies have already been put to practical use in the service parts production process at the Shonan Plant. We will advance the development of these manufacturing processes specialized for service parts production to expand our business and improve profitability.
At Nissan Shatai Kyushu, all three frame vehicle models are performing strongly, and we commenced a 3-groups 3-shifts from the end of December 2025. For the mixed production of monocoque body and frame body vehicles, we are conducting simulation analyses of the production line with the aim of improving capacity utilization, and working to achieve early improvements at bottleneck processes. We will also verify equipment capacity in line with the capacity utilization rate of each process to optimize equipment maintenance and inspection, and further reduce production losses.
We will continue to improve the first pass yield and capacity utilization ratio, while closely monitoring changes in the external environment, including international geopolitical risks such as instability in the Middle East and continuing inflation, and will take the necessary measures to deliver as many vehicles as possible to our customers as quickly as possible.

As we enter the fourth year of the 2023-2027 Medium-Term Management Plan, we will continue to take full advantage of the integrated manufacturing infrastructure, extending from development to production, that is our greatest strength, in order to establish manufacturing operations that can adapt with flexibility to market trends and to reinforce compliance with laws and regulations and corporate governance. By taking these actions as one united company, we are determined to earn even greater confidence among all of our stakeholders, including shareholders, customers, business partners, local communities, and employees.