MESSAGE

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

As a member of the Nissan Shatai Group, Nissan Shatai Kyushu launched its 2023-2027 Medium-Term Management Plan in April 2023, with an awareness of the environmental changes of “the necessity of a response to climate change,” “changes in the needs of the market,” “increase in the societal responsibilities required of companies,” and “changes in the working population and the awareness of employees,” with the aim of “becoming the most competitive plant in Japan.”
In our core business of “Commercial Vehicles and Premium Cars,” we will work to expand our business by responding to the diversifying needs of our customers and the requirements of the market, while leveraging our ability to efficiently carry out mixed production of multiple models, i.e. monocoque body and frame body vehicles, which differ in their basic structures, on the same line, and to respond flexibly to changes in the production model mix ratio.

In fiscal 2025, the Patrol for the Middle East performed strongly, and in order to meet the robust market demand and respond to the increase in production, we commenced a 3-groups 3-shifts from the end of December 2025. We also began production of the all-new Elgrand upon entering fiscal 2026. We are advancing cost reductions by pursuing daily improvements aimed at achieving stable and efficient production.
On the other hand, given the impact of the situation in the Middle East that arose in the fourth quarter of fiscal 2025, we are anticipating a risk of reduced production volume and will therefore pursue further cost reductions proportionate to production volume.
As part of our efforts to improve “Employee Satisfaction (ES),” we are advancing improvements to the workplace environment, including adding rest areas that had become cramped due to the increase in production. We are also renovating our employee dormitories and enhancing welfare facilities, as we work toward creating a workplace where employees want to continue working.
In our efforts toward “Zero Accidents,” we are vigorously promoting on-site improvement activities led by workers themselves, such as using 3D printers to produce fixing jigs that prevent electrical outlets from leaking and from being accidentally disconnected, thereby ensuring safety. We are also strengthening risk assessment training for supervisors to prevent accidents before they occur, and are working to build each individual employee's ability to detect accident risks, with the aim of preventing accidents from occurring in the first place.
We will continue to respond to the growing social demands for initiatives such as the SDGs and ESG, and will work to strengthen corporate governance and further enhance our corporate value.

As we enter the fourth year of the Nissan Shatai Kyushu 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.