Security-Related Export Controls GLOBAL EXPORT CONTROL  POLICY FRAMEWORK Ensuring Personal Information Protection and Reinforcing Information Security The Principle and Approach to Corporate Risk Management In October 2011, when major flooding occurred in Thailand, Nissan’s local plant was forced to halt  operations in that area for four weeks due to the impact on the supply chain. However, using the  experience we had gained after the Great East Japan Earthquake in March that year, we were able to  minimize the operation suspension period and avoid undue impact on other factories. Nissan treats these  events as valuable lessons and have shared the subsequent review with the entire company. New  scenarios have been incorporated into the drills implemented in March 2012 by the Global Disaster  Control Headquarters. We have made our drills more challenging and have checked the efficacy of the  various measures we have planned with the aim of creating a more effective overall system. Additionally, a “Corporate Risk Management” website has been put in place as part of our corporate  intranet system, which puts out risk management information to Nissan employees in Japan, North  America, Europe and other overseas regions, as well as to important affiliated companies. With respect to individual business risks, each division is responsible for taking the preventive  measures necessary to minimize the frequency of risk issues and their impact when they do arise as part  of its ordinary business activities. The divisions also prepare emergency measures to put in place when  risk factors do materialize. Nissan Group companies in Japan and overseas are strengthening  communication and in order to share basic processes and tools for risk management, as well as related  information, throughout the Group. In order to respond swiftly to changes in its business environment, Nissan set up a department in  charge of risk management, which carries out annual interviews of corporate officers, carefully  investigates various potential risks, and revising the company’s “risk map” in line with impact, frequency  and control level. An executive-level committee makes decisions on risk issues that must be handled at  the corporate level and designates “risk owners” to manage the risk. Under the leadership of these  owners, the company designs appropriate countermeasures. Finally, the board member in charge of  internal controls (currently, the COO) regularly reports to the Board of Directors on progress being made. For Nissan, the term risk refers to any factor that may prevent the Nissan Group from achieving its  business objectives. By detecting risk as early as possible, examining it, planning the necessary  measures to address it and implementing those measures, we work to minimize the materialization of  risk and the impact of damage caused, should it arise. Risk management must be a real-world activity  closely linked at all times with concrete measures. Based on its Global Risk Management Policy, Nissan  carries out activities on a comprehensive, group-wide basis. Nissan recognizes social responsibility to properly handle customers’ personal information, in full  compliance with Japan’s Personal Information Protection Act. We have set up internal systems, rules  and procedures for handling personal data. All group companies in Japan are fully enforcing these  processes. Moreover, Nissan shares with Group companies worldwide its Information Security Policy as  its basis to reinforce overall information security. We have also established an Information Security  Committee, which implements measures as necessary to further strengthen information security to  prevent information leaks and other such incidents. Furthermore, we regularly carry out various in-house  programs to thoroughly educate and motivate employees to uphold their responsibilities in this re-gard. Nissan thoroughly complies with the laws and regulations of  Japan and the other countries where it does business, giving  full consideration to the requirements of the international  community. Part of this effort includes the company’s initiatives  aimed at contributing to global peace and security. Nissan has  established export control rules to prevent the proliferation of  weapons of mass destruction, conventional weapons and any  products or technologies used for their development. In line  with these rules, Nissan implements export controls under an  independent system headed by the company’s chief operating  officer. Affiliated companies also strictly adhere to the same  export control rules, thereby enhancing the entire Nissan  Group’s level of compliance. Chief Operating Officer Export Control Secretariat (within the Global Headquarters in Japan) Functions Marketing and sales, R&D, supply chain management, IT, production, etc. Regions Japan/Asia Pacific, Americas, Africa/Middle East/India/Europe Innovation & Power of brand Year 2 Power 88 Performance Corporate Data Corporate Governance 29 Maintaining Trust Through Transparency NISSAN Annual Report 2012