Opinions Adopted by the Working Group on Arbitrary Detention at Its Eighty-Eighth Session, 24–28 August 2020

Total Page:16

File Type:pdf, Size:1020Kb

Opinions Adopted by the Working Group on Arbitrary Detention at Its Eighty-Eighth Session, 24–28 August 2020 A/HRC/WGAD/2020/59 Advance Edited Version Distr.: General 20 November 2020 Original: English Human Rights Council Working Group on Arbitrary Detention Opinions adopted by the Working Group on Arbitrary Detention at its eighty-eighth session, 24–28 August 2020 Opinion No. 59/2020 concerning Carlos Ghosn (Japan)*, **, *** 1. The Working Group on Arbitrary Detention was established in resolution 1991/42 of the Commission on Human Rights. In its resolution 1997/50, the Commission extended and clarified the mandate of the Working Group. Pursuant to General Assembly resolution 60/251 and Human Rights Council decision 1/102, the Council assumed the mandate of the Commission. The Council most recently extended the mandate of the Working Group for a three-year period in its resolution 42/22. 2. In accordance with its methods of work (A/HRC/36/38), on 18 October 2019, the Working Group transmitted to the Government of Japan a communication concerning Carlos Ghosn. The Government replied to the communication on 17 December 2019. Japan is a party to the International Covenant on Civil and Political Rights. 3. The Working Group regards deprivation of liberty as arbitrary in the following cases: (a) When it is clearly impossible to invoke any legal basis justifying the deprivation of liberty (as when a person is kept in detention after the completion of his or her sentence or despite an amnesty law applicable to him or her) (category I); (b) When the deprivation of liberty results from the exercise of the rights or freedoms guaranteed by articles 7, 13, 14, 18, 19, 20 and 21 of the Universal Declaration of Human Rights and, insofar as States parties are concerned, by articles 12, 18, 19, 21, 22, 25, 26 and 27 of the Covenant (category II); (c) When the total or partial non-observance of the international norms relating to the right to a fair trial, established in the Universal Declaration of Human Rights and in the relevant international instruments accepted by the States concerned, is of such gravity as to give the deprivation of liberty an arbitrary character (category III); (d) When asylum seekers, immigrants or refugees are subjected to prolonged administrative custody without the possibility of administrative or judicial review or remedy (category IV); (e) When the deprivation of liberty constitutes a violation of international law on the grounds of discrimination based on birth, national, ethnic or social origin, language, religion, economic condition, political or other opinion, gender, sexual orientation, disability, or any other status, that aims towards or can result in ignoring the equality of human beings (category V). * Seong-Phil Hong did not participate in the discussion of the present case. ** An individual opinion of Sètondji Roland Adjovi (partially dissenting) is contained in the annex. *** The annex to the present document is reproduced in the language of submission only. A/HRC/WGAD/2020/59 Submissions Communication from the source 4. Carlos Ghosn is a 66-year-old is a national of France, Lebanon and Brazil. He was born in Porto Velho, Brazil. For more than 20 years, he was the head of Renault-Nissan- Mitsubishi, the first global automobile group. a. Background information 5. According to the source, Mr. Ghosn was arrested four times, each time after the expiry of the 23-day limit for keeping a person in police custody in Japan. In this way, the authorities were able to detain Mr. Ghosn continuously. 6. Each of the four arrests was followed by detention with the same characteristics. According to the source, the detention infringed the rights and dignity of Mr. Ghosn and was intended to force him to confess. The conditions of Mr. Ghosn’s detention included solitary confinement, prohibition on Mr. Ghosn to leave his cell, the deprivation of exercise for several consecutive days, constant light to disturb sleep, and the absence of heating in the cell. 7. During each of his 23-day periods in police custody, Mr. Ghosn was not brought before a judicial authority and he was unable to challenge his detention within this time frame. According to the source, the prosecutor subjected Mr. Ghosn to daily interrogations in the absence of his lawyer. The interrogation sessions were held several times a day, lasting on average five hours, including on weekends and public holidays. The source alleges that the prosecutor attempted to have Mr. Ghosn sign documents in Japanese that he did not understand by threatening to continue his prolonged detention. Furthermore, Mr. Ghosn was refused any family visits while in police custody. 8. In addition, the source states that, during his remand in pretrial detention, which commenced on 11 January 2019, Mr. Ghosn could receive visits from his family members only if they remained behind a glass screen and in the presence of a guard. The guard took notes on the content of the conversations, thereby denying the possibility of confidential discussions during family meetings. According to the source, Mr. Ghosn lost a significant amount of weight while deprived of his liberty, as he was provided with food only occasionally and subjected to poor detention conditions. b. Arrests of Mr. Ghosn 9. Mr. Ghosn was first arrested on 19 November 2018, when he was taken in for questioning upon his arrival at Tokyo airport. According to the source, the authorities had informed the press prior to the arrest. Following his arrest, Mr. Ghosn was detained at Kosuge Prison in Tokyo. On 21 November, Mr. Ghosn’s police custody was extended for 10 days, and then again on 30 November for a second period of 10 days. On 10 December, at the end of the 23-day period of police custody, during which time Mr. Ghosn was questioned daily without a lawyer, and without being allowed to request his release, he was brought before a judge for the first time and charged. Mr. Ghosn was accused of “concealing hypothetical income (bonuses) from the tax authorities”. 10. On 10 December 2018, after Mr. Ghosn had just been charged, the prosecution arrested him a second time, for the same crimes, but allegedly committed between 2015 and 2017. The source submits that this second arrest, which appears to have been based on dividing the same facts into several sequences, allowed prosecutors to open a new period of police custody during which Mr. Ghosn was interrogated without his lawyer in order to obtain a confession from him. 11. According to the source, the judicial authorities had allowed the prosecutors to detain Mr. Ghosn for an initial period of 10 days. However, on 20 December 2018, realizing the procedural manoeuvres being used by the prosecution, the Tokyo Court, and subsequently the Tokyo Supreme Court, refused a request to keep Mr. Ghosn in police custody for a further 10 days. The source argues that this extension of police custody was not necessary, as Mr. Ghosn had agreed to wear an ankle monitor and his passports had been confiscated. The 2 A/HRC/WGAD/2020/59 source emphasizes that it was at this point, while Mr. Ghosn was supposed to be released, that the prosecutor arrested him for a third time. 12. On 21 December 2018, while Mr. Ghosn was still in detention, he was arrested for the third time and taken into police custody for allegedly having Nissan cover “losses in personal investments” during the financial crisis of October 2008, which amounted to 1.85 billion yen (15 million euros). The source notes that these facts, dating back 10 years, had been brought to the attention of the prosecutors in the past in the context of an investigation conducted by the Japanese supervisory authority. However, at that time, the Prosecutor’s Office did not consider it necessary to initiate criminal proceedings. 13. On 23 December 2018, Mr. Ghosn’s third time in custody was extended for an initial period of 10 days, until 1 January 2019. His custody was again extended on 31 December 2018 for a second period of 10 days, until 11 January 2019. On 8 January 2019, Mr. Ghosn, in accordance with article 34 of the Constitution of Japan, briefly appeared before a judge to claim his innocence and to obtain clarification of the reasons for his prolonged detention. On 11 January, Mr. Ghosn was charged with crimes relating to the alleged facts of his second and third arrests. On the same day, he filed a bail application, which was rejected by the Tokyo Court on 15 January. On 18 January, Mr. Ghosn filed a new application for release, which the Tokyo Court rejected on 22 January. On 28 February, Mr. Ghosn filed a third application for release. 14. On 5 March 2019, Mr. Ghosn was released on bail after having spent 108 days in detention. The source notes that the two bail orders issued that same day stated that neither the risk of flight nor the risk of destruction of evidence adduced by the prosecution was present. However, the orders required Mr. Ghosn to fulfil 15 obligations, including having a surveillance camera that would operate for 24 hours a day installed at the entrance of his apartment, and that he would submit a monthly log of his telephone calls Internet search history and all appointments to the court. The source submits that Mr. Ghosn carefully observed the obligations imposed on him, which confirmed the absence of any risk justifying his placement in pretrial detention. Mr. Ghosn was at the full disposal of the courts to be questioned, confronted with witnesses and judged on the accusations made against him. 15. On 3 April 2019, Mr. Ghosn announced that a press conference would be held in Tokyo on 11 April.
Recommended publications
  • Comparative Reflections on the Carlos Ghosn Case and Japanese Criminal Justice
    Volume 18 | Issue 24 | Number 2 | Article ID 5523 | Dec 15, 2020 The Asia-Pacific Journal | Japan Focus Comparative Reflections on the Carlos Ghosn Case and Japanese Criminal Justice Bruce E. Aronson, David T. Johnson he would have fared better under American law, nor is it obvious that justice would have Abstract: The arrest and prosecution of Nissan been better realized. executive Carlos Ghosn, together with his dramatic flight from Japan, have focused Key words: criminal justice, white-collar unprecedented attention on Japan’s criminal crime, Japan, United States, Carlos Ghosn, justice system. This article employs comparison hostage justice, conviction rates, confessions, with the United States to examine issues in plea bargaining Japanese criminal justice highlighted by the Ghosn case. The criminal charges and procedures used in Ghosn’s case illustrate several serious weaknesses in Japanese criminal justice—including the problems of prolonged detention and interrogation without a defense attorney that have been characterized as “hostage justice.” But in comparative perspective, the criminal justice systems in Japan and the U. S. have some striking similarities. Most notably, both systems rely on coercive means to obtain admissions of guilt, and both systems have high conviction rates. The American counterpart to Japan’s use of high-pressure tactics to obtain confessions is a system of plea bargaining in which prosecutors use the threat of a large “trial tax” Carlos Ghosn in Detention in Japan (a longer sentence for defendants who insist upon their right to a trial and are then convicted) to obtain guilty pleas. An apples-to- apples comparison also indicates that Japan’s Introduction “99% conviction rate” is not the extreme outlier that it is often said to be.
    [Show full text]
  • Renault Ceo Carlos Ghosn Announces New Range of Suvs, for Brazil
    PRESS RELEASE 2016­08­02 RENAULT CEO CARLOS GHOSN ANNOUNCES NEW RANGE OF SUVS, FOR BRAZIL Renault to offer a full range of SUVs tailored for Brazil market. Kwid, Captur and New Koleos to be sold in Brazil. Captur to be produced in São José dos Pinhais. Renault to reach 8 percent market share milestone and confirms engagement in Brazil. August 2 – São José dos Pinhais, Brazil , Carlos Ghosn announced that Renault Brazil will extend its lineup of SUVs with the Kwid, Captur and New Koleos joining the bestselling Renault Duster. He also outlined plans for the company’s future in the country during a visit of the Renault Ayrton Senna manufacturing complex in Brazil. “With this new product plan, we expect to capture a significant percentage of the fast­growing SUV segment in Brazil,” said Renault CEO Carlos Ghosn. “With three of our SUV models to be produced in Brazil, our confidence in this market is further confirmed.” Ghosn also announced that the Renault Captur will be produced in São José dos Pinhais on the same line that currently assembles the Renault Duster, Sandero, Logan, Duster Oroch and Sandero Stepway. The launch of the Renault Captur in the popular, fast­growing C­SUV segment will contribute to Renault’s growth in Brazil. The Renault Kwid will make its debut in 2017 together with the top­of­the­range New Koleos that will be imported. The Renault Captur will be available during the first half of 2017. Ghosn also confirmed that all investments announced for the country have been maintained despite the current economic environment.
    [Show full text]
  • Financial Information 1.1MB
    Financial Information as of March 31, 2019 (The English translation of the “Yukashoken-Houkokusho” for the year ended March 31, 2019) Nissan Motor Co., Ltd. Table of Contents Page Cover .......................................................................................................................................................................... 1 Part I Information on the Company .......................................................................................................... 2 1. Overview of the Company ......................................................................................................................... 2 1. Key financial data and trends ........................................................................................................................ 2 2. History .......................................................................................................................................................... 4 3. Description of business ................................................................................................................................. 6 4. Information on subsidiaries and affiliates ..................................................................................................... 7 5. Employees................................................................................................................................................... 13 2. Business Overview .....................................................................................................................................
    [Show full text]
  • From the Logan to the Kwid: the Renault's Entry Strategy
    From the Logan to the Kwid: The Renault's Entry strategy Bernard Jullien, Yannick Lung & Christophe Midler 25th GERPISA International Colloquium, ENS Cachan, Paris, 14 June 2017 From the Logan to the Entry Range In 1998, Louis Schweitzer, CEO of Renault, launched the idea of a $/€5000 car (X90 project) In 1999, Renault bought the Romanian carmaker Dacia … Logan’s production begun in Romania (Pitesti) in 2004 Initially designed for CEEC, the car has a great success in European market and in Emerging countries A complete range is progressively developed: Logan (hatchback, MCV, pick-up, and commercial version), Sandero (including Steepway), Duster (Oroch pickup), Lodgy and Dokker Entry , key for Renault internationalization Entry range became central for Renault-Dacia-Samsung group Unit: 000s vehicles Renault-Dacia-Samsung sales in 2016 (passenger cars) Total sales: 2.75 millions Entry & SubEntry: 1.25 millions (45.3%) Source: Atlas Renault 2016 Entry range is at the core of Renault products in emerging countries (except Slovenia and Turkey: in 2017, itsmodels are assembled in 10 different countries, 12 assembly plants on 4 continents 3 Kwid, the Sub Entry segment Carlos Ghosn (CEO) aims in 2010: increase the Alliance Renault-Nissan up to 10% of the world car sales, being more aggressive on emerging markets To propose a modern car to the buyers of new cars A global platform (a set of modules: CMF-A Common Module Family) to derive new models Renault Datsun (Nissan) 4 Renault Kwid and its sister Datsun Redi-GO Starting Price in India: 3670€ Starting Price in India: 3340€ About the methodology A comparative approach based on a double survey carried out by the authors for a decade.
    [Show full text]
  • RENAULT-NISSAN ALLIANCE 2004 Alliancegbguy 13/09/04 18:06 Page 2
    allianceGBGuy 13/09/04 18:06 Page 1 RENAULT-NISSAN ALLIANCE 2004 allianceGBGuy 13/09/04 18:06 Page 2 CONTENTS 1 - RENAULT-NISSAN ALLIANCE BASICS 04 2 - COOPERATION IN ALL MAJOR AREAS 12 3 - THE ALLIANCE CHARTER: PRINCIPLES AND VALUES 36 4 - ALLIANCE VISION - DESTINATION 38 5-FIVE YEARS OF THE ALLIANCE 40 6 - MANAGEMENT STRUCTURES AND GOVERNANCE OF THE ALLIANCE 46 7 - OVERVIEW OF RENAULT AND NISSAN 50 8 - RENAULT AND NISSAN PRODUCT LINE-UP 52 allianceGBGuy 13/09/04 18:06 Page 4 1. RENAULT-NISSAN ALLIANCE BASICS RENAULT-NISSAN ALLIANCE THE ALLIANCE BOARD Signed on March 27, 1999, the Renault-Nissan Alliance is the first of The Alliance Board steers the Alliance’s medium- and long-term its kind involving a Japanese and a French company, each with its strategy and coordinates joint activities on a worldwide scale. own distinct corporate culture and brand identity. Both companies Renault and Nissan run their operations under their respective share a single joint strategy of profitable growth and a community of Executive Committees, accountable to their Board of Directors, and interests. To promote this shared objective, the Renault-Nissan remain individually responsible for their day-to-day management. Alliance set up joint project structures as early as June 1999 covering most of both companies’ activities. President of the Alliance Board: Louis Schweitzer Vice-President of the Alliance Board: Carlos Ghosn ALLIANCE MANAGEMENT STRUCTURE To define a common strategy and manage synergies, an Alliance strategic management company, Renault-Nissan bv*, was founded on March 28, 2002. Renault-Nissan bv is jointly and equally owned by Renault and Nissan and hosts the Alliance Board, which met for the first time on May 29, 2002, and holds monthly meetings.
    [Show full text]
  • Mitsubishi in France
    PRESS RELEASE – Paris/Yokohama/Tokyo, November 8, 2018 VAN PRODUCTION EXPANDS FOR RENAULT-NISSAN- MITSUBISHI IN FRANCE Industry-leading plant in Maubeuge to become the small van center of excellence for the Alliance with allocation of next-generation Renault Kangoo and New Nissan NV250 Renault Sandouville Plant to produce a new Mitsubishi Motors van based on Renault Trafic platform New investment in manufacturing in France to expand production capacities for Renault-Nissan-Mitsubishi, emphasizing the importance of France to the Alliance Alliance Chairman and CEO Carlos Ghosn announced new van production for manufacturing facilities in Maubeuge and Sandouville, France. Maubeuge serves as Renault’s small van center of excellence and Sandouville is the production center for the Renault Trafic van. By the end of the strategic plan, Alliance 2022, the Alliance aims to double annual synergies to €10 billion. To help achieve this target, Renault, Nissan and Mitsubishi Motors will accelerate collaboration on common platforms and common production facilities. In the presence of French President Emmanuel Macron, Alliance Chairman & CEO Carlos Ghosn announced these new investments in France. They toured the plant and met with employees and also visited the plant’s advanced training center. “Groupe Renault’s global van expertise is driving synergies across the Alliance to benefit all our customers. The Maubeuge and Sandouville plants provided the most attractive solution thanks to their competitiveness and ability to leverage Alliance common platforms. This year, Groupe Renault has announced a total investment in France of €1.4 billion to support two pillars of growth: pure electric and light commercial vehicles” said Carlos Ghosn.
    [Show full text]
  • Alliance Facts & Figures 2014
    ALLIANCE FACTS & FIGURES 2014 THE ALLIANCE’s GLOBAL FOOTPRINT MAP OF PRODUCTION SITES United Kingdom Slovenia France Romania Russia Spain Turkey Portugal South Korea United States China Mexico Burma Japan Algeria Iran Taiwan Colombia Brazil Morocco Egypt Philippines India Nigeria Vietnam Renault group products Kenya Malaysia Thailand Nissan/Inniti products Indonesia Vehicle assembly Chile Powertrain South Africa Argentina Cross production activities 02 03 FACTS AND FIGURES FACTS AND FIGURES OVERVIEW OF THE RENAULT-NISSAN ALLIANCE STRUCTURE OF THE ALLIANCE Founded in 1999, the Renault-Nissan Alliance has become the longest-lasting Renault holds a 43.4% stake in Nissan. Nissan holds a 15% stake in Renault. The cross- cross-cultural combination among major carmakers. This unique partnership is shareholding model ensures that both partners have a mutual self-interest and encourages a pragmatic, flexible business tool that can expand to accommodate new projects each to pursue “win-win” strategies that benefit both. and partners worldwide. Formed on March 28, 2002, Renault-Nissan BV is a company incorporated under Dutch law and equally owned by Renault SA and Nissan Motor Co., Ltd., responsible for the The Alliance is a buffer to protect partners during regional downturns, and strategic management of the Alliance. it has accelerated Renault and Nissan’s momentum in some of the world’s fastest growing economies. 43.4% The Alliance has helped Renault and Nissan outperform historic regional rivals, elevating both companies into an elite tier. Together, Renault and Nissan rank ALLIANCE in the top four car groups globally. DIRECTORS TEAM Based on cross-shareholding and mutual self-interest, the Alliance business 50% RENAULT-NISSAN B.V.
    [Show full text]
  • Renault-Nissan Alliance and Daimler AG - 14.09.11
    Joint Press Conference: Renault-Nissan Alliance and Daimler AG - 14.09.11 CHAIR: Ladies, gentlemen, dear colleagues, welcome to the joint press talk of Renault- Nissan Alliance and Daimler AG. It is really great to have you all here. When Daimler and Renault-Nissan announced their strategic co-operation in April last year in Brussels we promised to keep you informed about the progress of our co- operation. Last time we met in Brussels for this purpose and now, one and a half years later, it is at the IAA and Frankfurt. In the next minute, Dieter Zetsche, Chairman of the Board of Management of Daimler AG and Carlos Ghosn, Chairman of the Board of Management and CEO of Renault-Nissan, will give you an update on the projects of the co-operation and outline the perspective for future co-operation areas. Afterwards my colleague, Rachel Konrad, Director of Communications of the Alliance, will open the Q&A session. Before we get started I would like to extend a warm welcome to Jacques Verdonck and Leopold Miculik, co-ordinators of the co-operation as well as all other colleagues from the Alliance and Daimler who have joined us today. And now it is your turn Dieter. DIETER ZETSCHE: Thank you, good afternoon. Yes, one minute, it’s good afternoon to all of you, we’re very glad that you are joining us here for an update on our partnership. There have been quite a number of Franco-German press conferences lately, their common theme was euro safety nets and debt crisis and what have you.
    [Show full text]
  • Carlos Ghosn Was the Chairman and CEO of the Renault-Nissan-Mitsubishi Alliance, the Automotive Collaboration of France's Groupe Renault, Japan's Nissan Motor Co
    Carlos Ghosn was the Chairman and CEO of the Renault-Nissan-Mitsubishi Alliance, the automotive collaboration of France's Groupe Renault, Japan's Nissan Motor Co. Ltd. and Mitsubishi Motors Corp. He was also Chairman and CEO of Groupe Renault (2005-2019), Chairman and CEO of Nissan Motor Co. and Chairman of Mitsubishi Motors Corp (until 2018). Mr. Ghosn is best known for orchestrating the remarkable turnaround of Nissan Motors from near bankruptcy. In addition to being the auto industry’s longest-serving CEO (2001-2018), he was the first person to run two companies on the Fortune Global 500 list simultaneously. Under his leadership, the Alliance grew to be the world’s No.1 automotive group in 2017 and 2018. He established the Alliance as the leader in mass marketed electric cars and a pioneer in autonomous drive and connected vehicles. He has served on the advisory boards and advisory councils of many reputable academic institutions including the Tsinghua University in Beijing and Stanford University in California. Since 2020, he helps in developing programs for the Holy Spirit University of Kaslik (USEK) in Lebanon. In recognition of his work and achievements, Mr. Ghosn has received numerous distinctions and awards from countries on all continents: Mexico, Brazil, Spain, England, France, Morocco, Lebanon, Japan among others. Carlos Ghosn was awarded the Blue Ribbon Medal in 2004. He thus became the third non- Japanese to receive such a decoration, created during the Meiji Era, in Japan, to reward those who have improved public service and made outstanding contributions to the industry. He was the only major auto industry CEO born and raised in emerging markets.
    [Show full text]
  • Van Production Expands for Renaultnissanmitsubishi in France
    COMMUNIQUÉ DE PRESSE 08 novembre 2018 Van production expands for Renault­Nissan­Mitsubishi in France Industry­leading plant in Maubeuge to become the small van center of excellence for the Alliance with allocation of next­generation Renault Kangoo and New Nissan NV250 Renault Sandouville Plant to produce a new Mitsubishi Motors van based on Renault Trafic platform New investment in manufacturing in France to expand production capacities for Renault­Nissan­Mitsubishi, emphasizing the importance of France to the Alliance Alliance Chairman and CEO Carlos Ghosn announced new van production for manufacturing facilities in Maubeuge and Sandouville, France. Maubeuge serves as Renault’s small van center of excellence and Sandouville is the production center for the Renault Trafic van. By the end of the strategic plan, Alliance 2022, the Alliance aims to double annual synergies to €10 billion. To help achieve this target, Renault, Nissan and Mitsubishi Motors will accelerate collaboration on common platforms and common production facilities. In the presence of French President Emmanuel Macron, Alliance Chairman & CEO Carlos Ghosn announced these new investments in France. They toured the plant and met with employees and also visited the plant’s advanced training center. “Groupe Renault’s global van expertise is driving synergies across the Alliance to benefit all our customers. The Maubeuge and Sandouville plants provided the most attractive solution thanks to their competitiveness and ability to leverage Alliance common platforms. This year, Groupe Renault has announced a total investment in France of €1.4 billion to support two pillars of growth: pure electric and light commercial vehicles” said Carlos Ghosn.
    [Show full text]
  • Daimler and Renault-Nissan Expand Scope of Collaboration
    For immediate release Press Information Daimler and Renault-Nissan expand scope of Date: collaboration September 28, 2012 Daimler and Renault-Nissan Alliance partner on fuel-efficient engines and transmissions Original projects remain on track as partnership expands globally PARIS, France --- Daimler and the Renault-Nissan Alliance are collaborating on two new projects to accelerate development of fuel- efficient powertrains. Renault-Nissan CEO Carlos Ghosn and Daimler CEO Dieter Zetsche confirmed the new projects Friday in an annual media update about the Franco-Japanese-German partnership. The new engine project is a jointly developed 4-cylinder gasoline engine family co-led by Renault and Daimler. The direct-injection turbocharged engine will feature state-of-the-art technology in a compact package. It targets a significant improvement in fuel economy as well as low emissions. The companies expect to jointly manufacture the new engines. They will debut in Daimler and Renault and Nissan vehicles in 2016. In the new transmission project Daimler grants Nissan a license to Page 2 manufacture automatic transmissions using Daimler´s latest transmission technology for Nissan and Infiniti vehicles starting in 2016. Nissan subsidiary Jatco is planning to manufacture these newly licensed gearboxes in Mexico. The new transmission will feature "start and stop" and "park and shift by wire” technologies. “These new components demonstrate how broadly and rapidly our collaboration is proliferating – while all the time remaining rooted in specific projects that give tangible benefits to our customers,” Ghosn said. “The relationship is expanding organically and logically.” “The collaboration achieved a milestone this year, with the first vehicles and engines from the partnership now on the roads,” Zetsche said.
    [Show full text]
  • Globalization: How Strategic Alliances Bring Production and Market Advantages
    Globalization: How strategic alliances bring production and market advantages. The case of Renault/Nissan Jean-Jacques Chanaron To cite this version: Jean-Jacques Chanaron. Globalization: How strategic alliances bring production and market ad- vantages. The case of Renault/Nissan. TII Annual Conference (The European Association for the Transfer of Technologies, Innovation and Industrial Information), Apr 2006, Newcastle Gateshead, United Kingdom. halshs-00137383 HAL Id: halshs-00137383 https://halshs.archives-ouvertes.fr/halshs-00137383 Submitted on 19 Mar 2007 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Globalization: How strategic alliances bring production and market advantages The case of Renault/Nissan Professor Jean-Jacques CHANARON GATE-CNRS & Grenoble Ecole de M anagement TII Annual Conference Gatehead-Newcastle Hilton 27th April 2006 Introduction It is very surprising that when presenting to all employees as well as the press, his —Renault Contract 2009“ strategic plan, Carlos Ghosn, the CEO since May 2005, did not emphasize the potential contribution of the deal with Nissan in the future revival of the corporation. Is it because he did not want to upset such a key partner when presenting it as a subsidiary? Is it because he was committed to motivate the Renault employees to contribute to such revival plan? Or is it simply because the alliance did not achieve its main target: gaining market share by aquiring a rival? Golding (2006) seems to support this last statement when emphasizing that —strategy of growth by conquest has fallen firmly out of favor“.
    [Show full text]