Carlos Ghosn

We are facing extreme volatility.

What I worry about is not just Nissan, but Japanese manufacturers losing motivation to maintain production in Japan. The high yen is definitely a headwind.

We have some worse scenarios for which we need to prepare as companies. For the moment, we're planning for the worst, and the worst is now, and the car market is down more than 15 percent in France. There is so much uncertainty.

Is Europe going to be breaking? I don't think so. I think the euro will stay. I think at the end of the day Europeans will find the solutions in order to hold Europe together.

If we come to the conclusion after 90 days that the synergies are big enough to justify the efforts, then we can go to the second step, which consists of saying: what would be the best organization and conditions - including shareholdings - in order to make sure the synergies happen.

We are still keeping, as much as we can to the one million commitment that we made, hoping that at a certain point in time, the headwinds represented by the strength of the yen will be a little bit less strong.

When you're C.E.O., you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job. And today, they are reunited.

Talking about stepping down in five years is frankly not a topic of particular actuality now.

You have to be careful to react when you start to deviate from your course.

When your results are good, you are obviously going to have a lot of press. And when you start to falter a little bit, you are going to have some criticism, and there is nothing abnormal in that.

You go to a plant not only to pat the people on the back, but to tell them about the opportunities they have to do a better job. Quality is one of the opportunities they have to do a better job.

There are always lessons that can be learned from another manufacturer. You can learn from their successes and from their mistakes also. But you cannot replicate; you can only learn.

If you have not been a villain at a certain point in time, you will never be a hero. And the day you are a hero, you may become a villain the next day.

More and more, in any company, managers are dealing with different cultures. Companies are going global, but the teams are being divided and scattered all over the planet.

When you're CEO, you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job.

Regulations about environments are going to get tougher and tougher.

You want to make sure this particular car is going to please the customer and then you're going to be rewarded with something that is going to please the shareholder.

I don't believe in hostile moves. I don't believe they carry any value.

It would be easier to make money in other sectors, but since I was a kid, I liked cars.

Business is tough; you need tough guys.