Plan and Instructions for Upper Management and Board Members at Nissan

Today, traditional glass ceilings that have limited womens access to leadership positions are shattering around the world and growing numbers of multinational corporations have come to the same conclusion that gender equity in corporate boardrooms translates into improved organizational performance and productivity. Likewise, a growing body of scholarship confirms that gender equity in the corporate boardroom can have numerous other benefits for companies of all sizes and types. In addition, this same conclusion has been reached by top leadership teams in companies of all sizes and types, competing in virtually all industries and cultural settings. There remains a profound lack of progress, however, in achieving this outcome in far too many multinational corporations due in large part to the amount of time that it requires to accumulate the requisite experience in historically male-dominated industries such as the automotive industry in which Nissan Motor Co., Ltd. competes at present.

The purpose of this plan and instructions is to provide upper management and board members of Nissan Motor Co. Ltd. (hereinafter alternatively Nissan or the company) with the information and guidance (hereinafter alternatively the plan) they need in order to facilitate the increase in the number of women on the board and changing perspectives about the value of such membership to the companys present and future success. Although the company has made some modest progress in this regard in recent years, far more emphasis must be placed in achieving gender equity in Nissans board of directors in order for aspiring female candidates to even have the opportunity for consideration.

The results of a study by Orbach (2017) identified numerous constraints that many women typically encounter in their efforts to break through a seemingly solid glass ceiling, including low representation of women in traditional pipelines to board seats, lack of flexibility in the workplace, male-driven work cultures, and disproportionate mentorship and sponsorship opportunities (p. 203). Unfortunately, all of these constraints are still applicable, in varying degrees, to Nissans corporate culture and executive recruiting practices, issues that form the basis for this plans focus.

First, the plan establishes relevant goals and timeline to achieve them, followed by a description of the roles of change agents selected to champion this initiative and the manner in which change initiatives will be communicated throughout the process and by whom. In addition, the plan presents a discussion concerning the pros and cons of selecting a woman from management who is eligible for board membership in the company for board membership is followed a description of the various factors that will be included in the change plan to facilitate the mentoring of the companys women managers and suggested for board membership elsewhere.

Goals and timeline as well as change agents training and roles

The goal of this plan is to increase gender diversity in Nissans upper management and representation on its board of directors by 10% each year until gender equity is achieved or exceeded, a goal that was established early on in 2004 by Nissans former chief executive officer (Another 10%, 2017). Moreover, notwithstanding the major boost to the companys global brand and reputation, there is growing recognition among the companys current top leadership that achieving this goal is in Nissans best financial interests. For instance, according to Kline (2015), Firms with higher [female] board representation not only generate higher returns for investors, they tend to have stronger corporate governance and ethics practices, a better feel for consumer preferences and are more likely to consider sustainability factors when setting corporate strategy and making business decisions (p. 2).

In fact, the research to date indicates that increased gender diversity on boards of directors can have other benefits which are not readily quantifiable but which nevertheless also contribute to organizational performance and productivity (Gong et al., 2021). Furthermore, achieving gender equity in the companys boardroom can also help Nissans overall financial success. For instance, according to Orbach (2017), A balanced boardroom with more womens perspectives will lead to an improved understanding of a companys stakeholders and its customers needs. Increased diversity can also enhance a boards ability to meet its fiduciary duties (p. 203). In sum, increasing gender diversity on Nissans board of directors is not a mere exercise in corporate greenwashing but is rather a mandated, evidence-based initiative that stands to benefit the company in multiple ways.

Based on the current percentage representation of just two female board members out of 12 total, this goal can be achieved within a 4-year time period assuming that the plan and instructions are followed as set forth herein.

The general roles of the change agent who is tasked with overseeing this process will include the following:

Communicating how increasing women representation on the board of directors is beneficial for both the company, its employees and shareholders;

Listening to the involved stakeholders to gain feedback and incorporate it in the implementation process;

Understanding employees reactions to the change initiative and reducing resistance to this change;

Actively engaging with employees...

…want to serve in their own organizations.In other words, one mark of the success of the plan would be to groom and promote women executives who are in demand by Nissans competitors. In this regard, the editors of Automotive News point out that, Automakers need to make an extra effort to retain and promote talented female leaders. Female executives contribute perspectives and experiences that the industry needs, especially as female consumers make up an ever-increasing share of vehicle buyers (Nurture female leaders, 2022, p. 12). In fact, Nissans target market has shifted from a male-dominated audience to one that places a higher priority on appealing to men and women who are in search of a high-quality, well-designed vehicle for their own use as well as their familys needs. For example, according to Bhasin (2018):

A customer of Nissan is the middle-income group individuals in the age group of 25- 45 years who are looking for a family vehicle. While SUV's fit to the pocket of the upper-middle-income group the hatchbacks and sedan sold by Nissan in markets are meant for customers in the age group of 35-45 years. (para. 4)

Furthermore, the plans use of female mentors to help aspiring women gain access to corporate boardrooms can also generate other benefits that may not be readily discernible or easily quantifiable, but all of which will contribute to the companys bottom line in the future. As the editors of Automotive News conclude, Many [female executives] are valuable mentors to young employees of both sexes. And they provide visible confirmation that car companies truly aspire to look like their base of customers all of them. Domestic and import-brand automakers ignore these values at their peril (emphasis added) (Nurture female leaders, 2022, p. 12).

It is important to note that your continuing and visible support of the this plan is absolutely essential to achieving its intended outcomes because effecting lasting, meaningful, organization-wide change will require more than just change agents for the initiative championing the cause. When Nissans 130,000-plus employees and the global population see that the company is fully committed to achieving gender equity in its leadership ranks through this level of top-down support, enthusiasm and motivational levels will likely rise in response and the company will realize immediate as well as long-term benefits as a result. Finally, despite the challenges and obstacles that are involved, this initiative can be achieved in the timeframe outlined above, and perhaps even sooner, providing that the plan receives the attention and…