みなさん、おはようございます。ここで、グローバルリーダー、カロログスゴームとしており、とても嬉しいです。今日は、新しいテクノロジーをお話しします。このテクノロジーをオートモノアスドライビングしております。おはようございます。今日は、私の質問をお話しします。私は、最初に、私の質問は、最初の質問をお話しします。私は、この新しいテクノロジーをお話しします。テルヤさん、私は、新しいオートモノアスドライビングテクノロジーをお話しします。車の製品は、非常に重要な製品です。車の製品は、今後の製品によって、特に、車の電子電子、車の電子電子、車のオートモノアスドライブの特徴の特徴の特徴の製品です。これでお話し topic is going to happen or happen for a lot of reasons.最 important one is the fact that it brings a lot of concrete benefits to society and in individual's eyesまず、 shop society では т売りの車に適當な車はいいのは to society, because cars メターを There are cars in which autonomous motorums サーフェイトを使 perfect people can read 適当な車が優 car owner in chains laughter 人間的正 Series of kau man 。グラフがあぁあぁdu more you reduce you many interface with the machineこれが最も重要な理由で オトナミスドライブとなっているオトナミスドライブは 多くの政府に応援することができます2. オトナミスドライブは オトナミスドライブによっても楽しみになりますたくさんの人々は トラフィックジャンスを毎日使っていますトラフィックジャンスは 都内でトラフィックジャンスを使っていますオトナミスドライブによって オトナミスドライブによっても楽しみになります3. トラフィックジャンスが 多くの人々が オトナミスドライブを使っています2030年の観光報告は 多くの人々が オトナミスドライブによっても楽しみになりますあなたは、目的地でやろうと言うと、自分自身の無機能があると言います。これらの人々にとってにして細かい人々が自分の充填を手探しているのです。区益の充填は、人間上席の方が充填を避けるよう、この技能を歴史の方に必要としています。この技能を経営し、彼らは、その非常に重要な技能を全てのカードメーカーを取り組むことができますありがとうございます日本の最初の地域についてお伺いします日本の最初の地域についてお伺いします日本の地域についてお伺いします日本の地域は日本の最初の地域についてお伺いします今日は82歳以上で多くの人たちが100歳以上で生きている人たちが生きているこの技術について全ての人たちについてお伺いします全ての人たちについてお伺いします日本 ground size最初はすべての地域についてお伝えします日本の地域には自分が売っている凄く多くの人の地域についてお伺いしますタクシー、メトロ、多くの人たちが住むことができます。しかし、国際に住んでいる人たちが、自分の車を動かせることができます。特に、人たちに住んでいる人たちが、全く重要になります。日本では、国際に住んでいる人たちが、この技術が全く重要になることができます。ありがとうございます。この技術は、この技術が全く変わることができます。でも、この技術の新世界のランドスケールを教えてください。例えば、アーバンのデザイニング、国際、または、国際に住んでいる人たちが、自分の車を使っている人たちが、この技術を使っている人たちが、全く変わることができます。4年前、国際に住んでいる人を入れている人たちに住んでいる人たちに住んでいる人たちが私を住めることでずつすれ unfortunately現在、4年前、国際に住んでいた人たちに住んでいる人たちに住んでいる人たちとこの技術はこれ総合でです。当初は2012年に國際駅系 still タイム籍を誓われる quality アンパクト撤収都分に意識している 自動タクシーが 車に開くことができますオタノミスタイムは車に行っている Chinaタクシーは車種について はないこれは多くの 売り目的な行為に興味が出てますこの会社の人材は 車の中に情報があって素晴らしすぎます2番目の購入は、オトロミスドライブ、ロボタクシーと一緒に購入されていますこの技術は、人々は車を持ち続けることができます普通の行動は、あまり考えていないのですが、2番目の購入は、車を持ち続けることができますこのマーケットは、99%のグローバルマーケットで、70%や80%のグローバルマーケットを持ち続けることができます車は、ラッシュナルな決定を持ち続けることができます車も、人々の家族の決定を持ち続けることができますこれを持ち続けることができます次に、車値の使用度が多くあり、手に入る道路を使うための車子を使ったときになりますクラスティカルマーケットを使えることができます車値の使用度が多くなっていますが、このスキルタルマーケットにより、増加することになりました私はドライビングが好きです私はスリーカーが好きですが私はドライビングを楽しみますでは次の質問に行きましょう今、私たちが考えていることを理解しています次の質問はどうなっているのか?どうなっているのか?このテクノロジーはオートナムスカーやコネクトカーが必要です新しいデバイスが必要ですこれらは必要です新しいコンピューティングが必要です新しいカメラが必要です新しいテクノロジーが必要ですオートナムスカーが必要ですカメラが必要ですマッピングやシンサーが必要ですそのため、私たちはエヴォルシンが必要ですエヴォルシンが必要ですエヴォルシンが必要ですエヴォルシンは必要ですエヴォルシンが必要ですエヴォルシンは必要ですオートナムスカーやコンピュートカーが必要ですこのテクノロジーは必要ですそれについてはそれに関するために、これに関するために多くのコンパニーたちに合わせるためにこの事件が起こっています車 makers have always been architects. We are architects. We assemble parts. We assemble technologies.We assemble people in order to bring this product.So, from time to time, we decide to develop the technology by ourselves.From time to time, we decide to buy the technology from somebody else.If you look today, one car is made in average of 3,000 parts.You need 3,000 parts to make a car. We don't produce all these parts.A lot of these parts are coming from suppliers from all over the world.We have parts coming from India, from China, from Japan.No matter where you are assembling the car.So, we are here to make sure that the technology is available wherever we do it or somebody else do it.But our role is to assemble them into a product which is competitive.That's why in technology, you're seeing us partnering with a lot.For example, for connectivity, we have Microsoft as a partner to develop the connectivity of the cars.For autonomous drive, we have many, many partners.You know, we're partnering for cameras, with some people, for chips, with some other people.So, this partnership is going to continue and develop and changing a little bit our role.Because obviously, we're going to need more software.We need more computer scientists inside the company compared to the kind of engineers we had in the past.So, that means that the, you know, many automakers are really excited about or rushed into this space.Not only car makers, but also some of tech companies like including Google or others.And so, you do not, you do not necessarily compete with them, but more like for alliance with them.I know that the media loves to talk about, you know, car makers are going to disappear.And now you have a new breed of people coming, et cetera, and Apple and Google.I mean, these guys are not interested into the car industry.We know that.And there are objective reasons for which they are not interested.They are not interested because, fundamentally, they make more money than the car makers.Okay?So, nobody diversify moving into an area where you have less return on your investments.Usually, it's the other way around.We should move to tech company, but tech company moving to car maker doesn't make sense.That's number one.But they need the car maker because they know that the car is going to be the next important object in the life of people on Earth where they need to bring their technology and particularly put their applications.You know, after the telephone, which frankly started as a telephone, and now is a personal device where you're not only called, but you have your email, you can see video, you can see TVs, you can see a lot of things.So, the telephone started as a telephone, but now it becomes a kind of personal device where you do a lot of things.But the car is going to do the same thing.The car used to be a transportation device.Just, you know, you go from place A to place B.But what we are seeing in the future is going to become a mobile space where you can work and where you can have leisure.You can see movie.You can have video.You can video conference.And on top of this, you can transport yourself.This is where we're going.And this is very exciting for tech companies, not to become car makers, but to participate to make this transformation with the car makers.Thank you.And also, you're a little bit touched on how alliance is important, right?And because you have to deal with so many parts and so many ideas.Today, this is a slash, right?And most of them, there are so many startups coming and pictures coming.How do you want to work with them?How do you attract them?Well, you know, obviously, usually startups come to us because they have something to sell.They have a technology.They have a device.They have a part.They have an innovation.So they come to us.And our big challenge is how can we deal with startups?How we understand startups?And how we decide that we want to collaborate with the startups?And particularly, how can we collaborate?Because there are many ways of collaboration.The first collaboration is to become a customer of the startup.Startup come with the technology.We're interested in the technology.We say, okay, let's make a contract.We buy this technology from you or we buy this device from you.That's the easiest one.Then you have investment into startup.You take a percentage of startup and you allow the startup to continue to develop and you're a partner of the startup.And then, in some cases, we buy the startups.You know, some startups are saying, okay, I reached a level above which I need a larger company to take the lead.So we have different ways to work with the startup.And we welcome them, particularly in the technology we are interested in.Because we know that we have to be very open to disruptions coming from the world of startup.Particularly that artificial intelligence is going to transform all the objects which are surrounding us.And the car is one of the most important.So I'm not saying it's easy for us because we're a large organization.Startup are usually small and they are nimble and agile and people do a lot of things.But we have to learn how to work.And we are learning how to work with the startup in different modes.Thank you.I have just asked how to alliance with startups.But on the other hand, in these days, there are some trends that people more try to work with startups or ventures rather than working within a large company.As one of the CEO of the large company, how do you attract them?Not to them to live?No, obviously for us, it's a real issue about how to be attractive for young people.Because most of young people today are more attracted for small entities, small company startups, which is fair.I have young kids and practically all of them are in startups because they just don't want to join a large company.Three of them are.Three of the four are in startups.So I'm dealing with this all the time and observing what is interesting for them or not.Large companies have some advantages also compared to startups.I think we can compete with startups whenever people are passionate about something specific and they want to own a company and we cannot compete.But in some cases, as you know, nine out of ten startups don't make it.Okay, nine of ten.Today the statistics is you have 10% success in startups.So you still have a lot of people who after a while working in a startup find themselves without a job.They can go for another startup or eventually they can settle down after this experience and join a company.So we are appealing to some of these people.Obviously the most successful.Second, the way you work in a startup is very different than the way you work in a large company.In a startup, I mean I can see it, people work day and night.There is no vacation.You do everything in a startup.You serve the coffee, you are the CEO, you go see the customer, you develop technology.And people get a lot of very small revenue at the beginning.I mean they're going to have to wait until they really make it in order to have some income.Obviously in large company things are a little bit more stable.So there are different words for different people.And what we're trying to do is not to compete against startup because we know we cannot.But to attract the people who after an experience in startup may be interested into joining a large company.Or eventually when we buy startup because it happens because we need a lot of computer scientists and people specialized in certain sector.We buy startup for the talent of the startup and we maintain autonomy of the startup inside the organization.This is another way to have these people join us.Thank you.So before we move to your experience as a CEO,the last question about technology of car maker.Autonomous technology.EV, right?Electric vehicles.I think Nissan is the first car maker to launch fully EV in Japan.That was about five years ago or seven years ago, right?This was about seven years ago.At that time not so many people believed that EVs can be successful.How do you think that now?At that time what was you thinking?Let me tell you something.I mean if you want to innovate you have to be ready to bring an idea that nobody believes in.If everybody believes in the idea you're not going to innovate somebody else is going to do it.So whenever you bring an innovation you're going to be surrounded by skeptical people who are going to say this is never going to work.Every innovator starts with this.But then the innovator who make it are the people who have the stamina and the resistance and the continuity to continue with their idea.Even though they are surrounded by many critics and many skepticism.If not there is no way an innovation is going to happen.So when we started with the electric car in 2010 a lot of skepticism which by the way is not finished yet.Even today with all the evidence still people are skeptic.But our reasoning is very simple.Usually innovation always start with very simple reasoning.If your reasoning is very complicated it's not going to work.The reasoning is that our industry which consists in producing and selling every year more than 90 million cars in the world.Everyday on the planet there is more than 1 billion cars being driven on the planet.And this is increasing.There is no future.There is absolutely no future for our industry and for human transportation without zero emission.I mean it's a very simple calculation of potential.And I'm telling you this knowing that with 90 million cars sold every year now.And 1 billion cars being driven every year.In China, in India, in Brazil, in Africa the level of motorization is very low.In the United States you have practically one car for one person.In India you have one car for 100 people.Nobody thinks one moment that India is going to stay with one car for 100 people.This is going to move to two cars for T5, 10 etc.And this means a huge potential of development.This is not going to happen with emissions as they are today.So the electric car and the zero emission car are part of the future of transportation of human beings.So we have the solution so we need to put it on the market.Very simple.And what we're seeing today is that it's not the consumer who's driving the electric cars.It's government who are driving electric cars by putting emission regulation which are stiffer and stiffer.Which putting the car maker in a situation that they cannot reach these levels unless they bring electric car or zero emission cars on the market.So and again don't think you're going to innovate with unanimity and consensus around you.That doesn't exist.Innovation comes always through difficulty, hardship, criticism, skepticism.And you have to have the strength to carry it beyond and against all of this.Electric car is one example.Thank you.So we have five minutes left.I want to move to showing your experience as a global CEO.Your alliance between Nissan and Runo.I had just turned out 18 years old.When Runo sent you to Japan.Not so many people believe that the French, Japanese companies can work, right?What was key to success to make it happen from your experience?Well, you know, obviously I'm in front of a lot of entrepreneurs or future entrepreneurs.I mean, usually when people don't believe something's going to happen, this is where the breakthrough are possible.So people said, I mean, first people did not believe that we could revive Nissan.In 1999, a lot of people considered that Nissan was a doomed company.It cannot be revived.It went through two reviver plans.All of them were unsuccessful.And a lot of people said, you know, this is going to be another failed tentative.On top of this, it's going to be very complicated.Then Runo Nissan, how French and Japanese working together can do a better job than French alone or Japanese alone?Well, in a certain way, I believe the fact that diversity is a strength.Diversity is a strength.Diversity is more difficult, but at the same time is a strength.Because with diverse people, people with Japanese culture, working with American people, with Chinese, with Koreans, with French, with German,It's much more difficult, but at the same time, they can be much more creative because they go beyond the obvious.They go beyond their habits and traditions.And that's exactly what happened with the Alliance.A lot of people, when we started working together, they said, this is not going to work.Eighteen years later, not only we are there, Runo and Nissan still have very solid Alliance,but also we had many companies joining.Now we have Mitsubishi joining the Alliance.And what is very important is how company which have been struggling alone, Nissan was struggling alone,Runo was struggling alone, Mitsubishi was struggling alone.When they come and work together, well, it's much stronger.It's much more stable.It's much more stable.So obviously, alliances are difficult to manage.They are difficult to make work.But at the same time, when they work, they are much more powerful.And obviously, you're not going to convince people by telling them, yeah, this works or this doesn't work.You have to show them.And what is good in companies is you can show that with very simple indicator.Growth, profits, cash flow.This is the way you indicate how something works and something doesn't work.Today, Runo and Nissan Alliance with Mitsubishi represent 10 million cars.And today, we are objectively in the top three global automakers.But what is the most important is our trend is much higher than the other car makers.And this is coming from the diversity of the association.Thank you.Thank you very much.And I think this might be last question to you as we have only two minutes.And you have been described as a prototypical global CEO, right?In these days, being a successful CEO, it has to be global.And today, there are so many future CEO.Please give them like tips to be successful global CEO.What are they thinking about?What they should think about?Well, I know that today there is a lot of hesitation about globalization.A lot of people, yeah, there is more protectionism.People are much more trying to re-establish borders, etc.Frankly, I don't think this is going to stay.You know, in the trends in human life, you have trends and from time to time you have corrections.What we are seeing today is correction.We have correction for some excesses.But the trend towards globalization is going to continue.Because younger people do not want to limit themselves to the horizon of their own country.They are by definition global.They are global through the net.They are global through travel.They are global through knowledge, through education, through many things.So, my advice is don't limit yourself to short-term evolution.Look at the big picture and look at the fundamental trends.And the fundamental trend is barriers are going to fall.The world is one village.And we're going to continue to work with one market with some difficulty but one market.That's number one.And second, what makes a CEO at the end of the day is its performance.Just make sure that you are concentrating on your performance.Whatever the performance is expected from you.In the case of startup, performance is maybe on growth of the company.And then eventually on the profitability of the company.Stick to it.The fundamentals may not be flashy on the short-term.But on the mid-term and on the long-term, that's the only thing which matters.Look at the long-term trend.Stick to the performance which is meaningful.Be patient.Because at the end of the day, if you're doing well, it will show up.Thank you.Thank you very much.Now I think our time is up.You know that Gon-san is coming to Japan for attending this event only.Please give him your best lecture.Thank you.Thank you very much, Gon-san.