Message from
Planning Function
Executive

I oversee three activities : Operations Performance Planning, Global Employee Survey Enablement activity, and OEM Partnerships. The team that I lead covers a wide span of talents and abilities, a strong creative mindset and enlarged experience.
Operations Performance Planning covers all the action plans, KPIs and operational decisions to secure the achievement of Nissan Next. For example, we work hand-in-hand with central control to help each function in each region improve their fixed costs as business conditions evolve during the fiscal year. Global Employee Survey (GES) Enablement activity is a companywide multi-year project commissioned by top executives to address the concerns of employees on enablement as reflected in the annual survey. We analyzed the results of 2020 and 2021 surveys to identify the road blocks for efficient work. Enablement stands on three pillars: DOA (Delegation Of Authority structure and processes), IT/IS and Safe Mindset. We held more than 800 hearings to identify problems, root causes, and action plans.
Lastly OEM Partnerships handles all commercial aspects of the business we have with other OEMs, inside and outside the Alliance, including all the contracts, their completions, and implementations. We are also in Nissan the group that interfaces between OEMs and Nissan’s departments and regions, for example with engineering department to convey the technical requirements we need implemented in the cars we purchase from other OEMs.

My team comes from different areas inside and outside the Nissan, so we have a wide-ranging understanding of the business environment of the automotive industry. In addition to the business acumen, we are a “problem solving team”. For example, when we started working on Global Employee Survey Enablement, it was a complex, diffuse issue. We needed to be able to organize hearings to extract and organize information, get a clearer picture to be able to identify the problems and then lead cross functional employee teams to find solutions. Along with this, we have a relentless appetite for continuous improvement. We use PDCA and other tools to reflect on what we have done and get better results every time. That is how we have built our strengths and how we support Nissan and secure that the company delivers on its objectives.

The challenge we face is to constantly stay engaged with every partner, internal and external, to bring value to the company. This requires a constant renewal of our approaches, the ability to change and adapt, to bring new items for discussion to the table. It also takes a certain tenacity to push for improvements, a strong competency in business development—creating deals that satisfy all stakeholders and align with what Nissan wants to do. One example of this in action is our recent involvement in Nissan’s Alliance with Mitsubishi Motors and Renault regaining momentum. The Alliance has had periods of greater and lesser engagement, but we always regain our appetite to do business together again. This makes the Alliance unique in the Automotive industry.

Nissan prizes diversity. We welcome every talent interested in becoming part of the global team that “dares to do what others don’t.” My division in particular acts as an interface between the inside and outside of the company, one of our most important capabilities is our ability to evolve as the environment does. We are always trying to refine and improve, from internal processes to business relationships, and we welcome those who want to make a difference, both in the company and in society. Collectively developing our skills to serve Nissan better is our top priority.

My advice to prospective employees on the day of the interview is to show your passion and to be authentic. Capabilities are the wood, but passion is the spark that starts the fire; authenticity makes it last. Show that you are hungry to drive change, to contribute, to have your voice heard. Working in our division means leveraging the company core strengths in the Alliance, in OEM Partnerships, for Operational Performance and Enablement. It’s a great responsibility that requires all your business skills and experience while renewing our ways of doing business, leveraging all the talents of the team . That’s what relentlessly to make Nissan better, stronger, more diverse and more sustainable.