Sincere Eco-Innovator Nissan Global Environment Management Communication Stakeholders Marketing & Sales Manufacturing & Logistics Business Partners Products & Technology Reducing CO2 Emissions/  Shifting to Renewable Energies Key Issues Resource Recycling Air, Water, Soil, Biodiversity CEO Executive Committee Global Environment Management Committee Global, corporate focuses PDCA PDCA PDCA Plan Check Do Act Global Environmental Planning Office Functional,  regional focuses Customers Shareholders and investors Communities and future generations Employees Business partners Environmental Advisory Meetings, etc. 4) Compliance and Reputation 3. Business Continuity 1) Natural Disasters Measures NISSAN’S GLOBAL ENVIRONMENT MANAGEMENT ORGANIZATION OUR FRAMEWORK FOR GLOBAL ENVIRONMENT MANAGEMENT As described above, Nissan produced the Nissan Global Code of Conduct for all employees of the  Nissan Group worldwide. To ensure thorough understanding of the code, training and education  programs such as e-learning are improved and the compliance situation is monitored by the Global  Compliance Committee. Nissan has also adopted the internal whistle blowing system (Easy Voice  System). This allows any employees to submit opinions, questions, requests or suspected compliance  issues directly to Nissan’s management.  Additionally, we have created sets of internal regulations globally covering the prevention of insider  trading, personal information management, records management and prevention of bribery and  corruption. Nissan makes efforts to prevent reputation risk to the company by continuous  implementation of various education and training programs. In case of an earthquake measuring 5-upper or higher on the Japanese seismic intensity scale or  other natural disasters causing heavy damage affecting Nissan’s business activities, a First Response  Team (organized by the main units of the Global Disaster Headquarters) will gather information and  decide actions to be taken based on the information. If necessary, the Global Disaster Headquarters  and Regional Disaster Headquarters will be set up to gather information about employees’ safety and  the damage situation of facilities and to work for business continuity. At the same time, efforts to develop a Business Continuity Plan (BCP) are being carried out with  the involvement of suppliers. These include assessment of the priority of work by each and every  function and development of countermeasures to continue priority work. The BCP will be reviewed  annually in the process of the PDCA cycle. Maintaining Trust Through Transparency NISSAN Annual Report 2012 Innovation & Power of brand Year 2 Power 88 Performance Corporate Data Corporate Governance 35