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Nissan posts $6.2 billion annual loss and unveils plan to cut costs

TOKYO — Nissan outlined a new plan on Thursday to become a smaller, more cost-efficient carmaker after the coronavirus pandemic exacerbated a slide in profitability that culminated in its first annual loss in 11 years. Under a new four-year plan, the Japanese manufacturer will slash its production capacity and model range by about a fifth to help cut 300 billion yen from fixed costs. It will shut plants in Spain and Indonesia, leave the South Korean market and pull its Datsun brand from Russia as part of a strategy unveiled on Wednesday to share production globally with its partners Renault and Mitsubishi. "I will make every effort to return Nissan to a growth path," Nissan Chief Executive Makoto Uchida said, adding that the company had learned from its past mistakes of chasing global market share at all costs. "We must admit failures and take corrective actions," he said, adding that starting with top-level managers, the company had to break its inward-looking culture which in the past has stymied efforts to deepen cooperation with France's Renault. Uchida said improving the company's cash flow was its biggest challenge. He reiterated that Nissan's cash liquidity was good even though it had negative free cash flow of 641 billion yen in the year ended in March. Nissan declined to give any forecasts for its current financial year which started in April due to the uncertainty created by the coronavirus pandemic. It also declined to give details on how many jobs it was cutting. In what is Nissan's second recovery plan in less than a year, Uchida pledged a return to profitability with a core operating profit margin above 5% and a sustainable global market share of 6%. Nissan posted an annual operating loss of 40.5 billion yen for the year to March 31, its worst performance since 2008/09. Its operating profit margin was -0.4%. The automaker said on Thursday that it sold 4.9 million vehicles last year, up from an earlier estimate of 4.8 million. That was still the second decline in a row and a fall of 11% from the previous period but meant Nissan clung on to its position as Japan's second biggest carmaker, just ahead of Honda and a long way behind Toyota. Pandemic pressure Even before the spread of the novel coronavirus, Nissan's slumping profits had forced it to row back on an aggressive expansion plan pursued by ousted leader Carlos Ghosn. The pandemic has only piled on the urgency to downsize.

Nissan Leaf's lead over Renault Zoe narrows in Europe

The Nissan Leaf has seen its sales steadily decline in the US for a while now. Here, its been eclipsed by the second-generation Chevrolet Volt extended-range plug-in while people await the next-generation version of the all-electric Leaf. The EV may be starting to receive a similar response across the Pond. While the Leaf remains Europe's biggest-selling EV, that lead is eroding, as sales of the Renault Zoe are catching up, according to the European Alternative Fuels Observatory (EAFO). It's a good thing Nissan and Renault are sister companies. Through May, Nissan sold about 9,500 Leaf vehicles in Europe. The good news is that number is up 37 percent from a year earlier. There's disconcerting news, too, and that is that the Renault Zoe's sales have surged 60 percent this year to almost 9,400 units. So, for all we know, the Zoe may have caught up with the Leaf last month. Still, both models are outpacing demand for the Tesla Model S and Volkswagen e-Golf: the former's sales are little-changed this year, while the latter model's sales have dropped 34 percent. The BMW i3, Kia Soul EV, and Mercedes-Benz B250e all have had higher sales this year. As for plug-in hybrids, the Mitsubishi Outlander PHEV has maintained its substantial European lead, almost doubling sales of the Volkswagen Golf GTE and totaling almost 9,400 units sold through May. Meanwhile, the new Volvo XC90 PHEV has leapfrogged models such as the Volkswagen Passat GTE, Mercedes-Benz C350e, and Audi A3 e-Tron into third place behind the Mitsubishi and VW. Here in the US, Nissan Leaf sales through June fell 41 percent from a year earlier to about 5,800 units, while Chevrolet Volt sales have surged 75 percent to 9,808 units. Featured Gallery 2016 Nissan Leaf View 30 Photos News Source: EAFO, Getty via Green Car Reports Green Nissan Renault Electric ev sales zoe

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.