You don't implement change easily in Japan unless you explain very clearly why you need to do this change, how you're going to do this change and what's going to be the outcome of this change. If you offset or you forget to explain one of these three steps you're not going to do it.

When the CEO makes a decision, people don't come back on it.

Talking about stepping down in five years is frankly not a topic of particular actuality now.

What I worry about is not just Nissan, but Japanese manufacturers losing motivation to maintain production in Japan. The high yen is definitely a headwind.

Electric cars are going to be very important for urban transportation.

I mean, when you're a pioneer and you are at the forefront of an offensive, you're going to be the most optimistic person.

I think that the best training a top manager can be engaged in is management by example. I want to make sure there is no discrepancy between what we say and what we do. If you preach accountability and then promote somebody with bad results, it doesn't work. I personally believe the best training is management by example. Don't believe what I say. Believe what I do.