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▼ Nissan Aims to Increase EV Range
- Category:Driving
By Minoru Akita / Yomiuri Shimbun Staff Writer
Nissan’s unique partnership, formed in 1999, with Renault of France has strengthened both companies. A key aspect of the Renault-Nissan Alliance is that they work together on an equal footing, especially as Nissan strives to expand its fleet of market-leading electric vehicles. The following are excerpts from a Yomiuri Shimbun interview with Hiroto Saikawa, vice chairman of Nissan Motor Co.
Nissan is competitive with its Leaf model, which has played a leading role in the development of electric vehicles (EVs). The number of models sold has not increased in line with our expectations, but the environment for EVs [such as recharging facilities] has improved in Japan and Europe. If the batteries’ capabilities improve and the current traveling distance [after a single recharge] of 280 kilometers is extended to close to 300 kilometers, this EV model will be more convenient to use.
I believe this goal can be achieved in two or three years.
We want to make our Leaf models more attractive and then offer further varieties of EVs in 2020 if possible. The EVs will be able to adapt to a wide range of uses, from traveling long distances as gasoline-powered cars do now to driving in crowded places in cities.
The fluctuations in stock prices and foreign exchange rates since the start of this year have been erratic. It’s better not to react nervously to these changes. We’ll soon begin exporting Rogue models, a sport utility vehicle produced in Kyushu, to North America. Even if the yen’s appreciation increases to ¥100 against the dollar, we can still maintain competitiveness. We won’t change our policy.
The French government tried to increase its influence on Nissan through Renault SA, which is our largest shareholder. Negotiations with the French government were settled last year. We succeeded in securing Nissan’s independent management within our relationship with Renault. It is significant that future generations will inherit this situation.
No other automakers have the advantage that Nissan and Renault have by operating our partnership on an equal footing. But if either of the two gains the initiative, the negative side effects are stronger [than if the companies operate alone].
Nissan is a company headquartered in Japan, so Japanese leaders are necessary. It is also the responsibility of Mr. [Carlos] Ghosn and I to foster our successors. [Ghosn is chief executive officer of Nissan.]
■ Profile: Hiroto Saikawa
Saikawa joined Nissan in 1977 upon graduating from the University of Tokyo’s Faculty of Economics. He worked in the procurement divisions for parts and other items for a long time, and gained experience in Nissan’s European unit and at Renault as a loaned employee. He assumed his current post in June 2015. Saikawa is also responsible for the general affairs of manufacturing operations.
■ Interviewer’s analysis: Tough negotiation skills required
As many countries across the globe are toughening environmental regulations, automakers continue competing for dominance in developing eco-friendly vehicles. Although Nissan has focused its business on EVs, there is fear that the company will lag behind if other kinds of eco-friendly vehicles become mainstream.
After management crises in the 1990s, Nissan joined with Renault of France. The Renault-Nissan Alliance grew and is now the world’s fourth-largest automaker group. The challenge is whether Nissan will retain its corporate culture, through which the company can continue to produce attractive cars. As Saikawa is the highest-ranked Japanese leader among Nissan’s executives, high hopes are placed on his persistent negotiation skills, which successfully settled the tough negotiations with the French government.
— Minoru Akita
Nissan’s unique partnership, formed in 1999, with Renault of France has strengthened both companies. A key aspect of the Renault-Nissan Alliance is that they work together on an equal footing, especially as Nissan strives to expand its fleet of market-leading electric vehicles. The following are excerpts from a Yomiuri Shimbun interview with Hiroto Saikawa, vice chairman of Nissan Motor Co.
Nissan is competitive with its Leaf model, which has played a leading role in the development of electric vehicles (EVs). The number of models sold has not increased in line with our expectations, but the environment for EVs [such as recharging facilities] has improved in Japan and Europe. If the batteries’ capabilities improve and the current traveling distance [after a single recharge] of 280 kilometers is extended to close to 300 kilometers, this EV model will be more convenient to use.
I believe this goal can be achieved in two or three years.
We want to make our Leaf models more attractive and then offer further varieties of EVs in 2020 if possible. The EVs will be able to adapt to a wide range of uses, from traveling long distances as gasoline-powered cars do now to driving in crowded places in cities.
The fluctuations in stock prices and foreign exchange rates since the start of this year have been erratic. It’s better not to react nervously to these changes. We’ll soon begin exporting Rogue models, a sport utility vehicle produced in Kyushu, to North America. Even if the yen’s appreciation increases to ¥100 against the dollar, we can still maintain competitiveness. We won’t change our policy.
The French government tried to increase its influence on Nissan through Renault SA, which is our largest shareholder. Negotiations with the French government were settled last year. We succeeded in securing Nissan’s independent management within our relationship with Renault. It is significant that future generations will inherit this situation.
No other automakers have the advantage that Nissan and Renault have by operating our partnership on an equal footing. But if either of the two gains the initiative, the negative side effects are stronger [than if the companies operate alone].
Nissan is a company headquartered in Japan, so Japanese leaders are necessary. It is also the responsibility of Mr. [Carlos] Ghosn and I to foster our successors. [Ghosn is chief executive officer of Nissan.]
■ Profile: Hiroto Saikawa
Saikawa joined Nissan in 1977 upon graduating from the University of Tokyo’s Faculty of Economics. He worked in the procurement divisions for parts and other items for a long time, and gained experience in Nissan’s European unit and at Renault as a loaned employee. He assumed his current post in June 2015. Saikawa is also responsible for the general affairs of manufacturing operations.
■ Interviewer’s analysis: Tough negotiation skills required
As many countries across the globe are toughening environmental regulations, automakers continue competing for dominance in developing eco-friendly vehicles. Although Nissan has focused its business on EVs, there is fear that the company will lag behind if other kinds of eco-friendly vehicles become mainstream.
After management crises in the 1990s, Nissan joined with Renault of France. The Renault-Nissan Alliance grew and is now the world’s fourth-largest automaker group. The challenge is whether Nissan will retain its corporate culture, through which the company can continue to produce attractive cars. As Saikawa is the highest-ranked Japanese leader among Nissan’s executives, high hopes are placed on his persistent negotiation skills, which successfully settled the tough negotiations with the French government.
— Minoru Akita
- March 30, 2016
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