Nissan has moved forward with a reorganisation of its European regional office in Montigny-le-Bretonneux, France, as Chief Executive Ivan Espinosa intensifies a global transformation programme aimed at restoring stability across the automaker’s operations. The shift marks one of the company’s most extensive regional workforce adjustments in recent years. It reflects ongoing efforts to simplify internal processes, reduce operational layers and respond to market pressures that have challenged performance in Europe and several neighbouring regions.
Nissan confirmed that 87 roles will be removed in the months ahead. The company framed the decision as part of a wider recalibration of its business model. Internal documents outline a strategy that combines job reductions with new opportunities created through redeployment initiatives. The move is linked to Nissan’s broader objective of streamlining its international workforce by 15 percent and reshaping business units in line with shifting market realities. The Montigny office currently employs around 570 people and serves as a centre for coordination across Europe, Africa, the Middle East, India and Oceania. These regions differ significantly in regulatory frameworks, consumer preferences and competitive landscapes, giving the office an influential role in Nissan’s global operations. The restructuring marks a turning point for a site that has long managed complex activities vital to the company’s performance across multiple markets. While the adjustments have created unease among staff, Nissan’s leadership has said the transformation seeks to reinforce essential functions rather than diminish the company’s presence in Europe. Management has argued that the changes will help create a more agile organisation capable of faster decisions and more coherent regional planning. The company maintains that the overhaul will position teams to respond more effectively to shifts in demand, regulatory pressure and developments in the electric vehicle segment.
Restructuring Plan and Redeployment Measures
Employee representatives and Nissan’s European leadership finalised an agreement on October 16 outlining the changes. The plan includes simplified role structures, fewer managerial layers and revised responsibilities across departments. Nissan has said these adjustments are necessary to reduce overlap, eliminate barriers to decision-making and improve coordination between regional teams. The restructuring will unfold in phases. Nissan has launched a voluntary separation programme to limit compulsory redundancies. Employees can apply for redeployment, and the company has committed to creating 34 new roles to support internal mobility. Out of the 87 positions set for removal, 64 were occupied when the agreement was signed. Management believes that a mix of voluntary departures and redeployment can prevent a sharp reduction in the number of employees who remain with the company. Most affected roles are concentrated in marketing and sales. These departments have experienced months of budget reviews and operational discussions as Nissan assessed its performance across Europe. The cuts reflect a strategic reassessment of how these functions should operate within a market defined by shifting regulations, new competitors in the electric vehicle segment and pressure on margins.
Nissan said the changes aim to align the regional office with the demands of today’s automotive environment. Documents shared with employees describe the current structure as too complex and too slow to support the level of agility the company requires. Management believes that simplified responsibilities and new reporting paths will help departments move faster and maintain clearer accountability. During a staff town hall, regional chairperson Massimiliano Messina stressed the need for stronger coordination and streamlined workflows. He told employees that the goal is not only to reduce headcount but also to reinforce capabilities that matter for Nissan’s long-term strength in the region. According to attendees, Messina said that the transition will allow teams to focus on strategic priorities without being held back by excessive procedural steps. To support the workforce during the transition, Nissan has introduced several incentives. Employees who accept internal transfers can receive a 5,000-euro bonus. Those who leave the company may receive support from an outplacement agency and up to two years of redeployment leave, depending on age and tenure. These measures are designed to make the process manageable for those who must consider new opportunities inside or outside the company. Union representatives from the CFDT, France’s largest union, participated in negotiations. They have not offered additional public comments following the announcement, though employees have discussed the changes extensively within the office. Many staff members have said they understand the broader pressures facing the company but remain concerned about the selection process for role eliminations. Nissan has not published specific criteria used to determine which jobs would be cut, prompting staff to request more clarity in discussions with human resources. Management has maintained that decisions were driven by operational demands rather than individual performance. HR teams are meeting employees affected by the restructuring to discuss available options, including redeployment into the newly created positions. Workers have been encouraged to consider internal opportunities before requesting voluntary separation or waiting for compulsory measures.
Sales Pressure and Global Strategy Drive Nissan’s Decisions
Nissan’s adjustments come during a period of declining sales in Europe. Retail volumes fell 8 percent in the first half of the financial year, leading the company to reduce its full-year forecast to 340,000 vehicles for the region. The dip reflects ongoing competitive challenges, shifts in consumer behaviour and heightened expectations for electric vehicles. Nissan believes upcoming model launches and new dealer initiatives may help regain traction, but the downturn has added urgency to the current restructuring.
The company has reiterated that the Montigny office remains a central part of its long-term vision in Europe. Messina called the site “absolutely vital” to the region’s strategy due to its oversight of product planning, marketing coordination and supply chain management. Nissan has said it will continue investing in employee development throughout the transition, even as operational roles shift and responsibilities evolve. Espinosa’s global strategy extends beyond workforce changes. Nissan plans to reduce its manufacturing footprint by lowering its annual production capacity to around 2.5 million vehicles. It will also consolidate its manufacturing network, decreasing the number of production sites from 17 to 10. The company aims to focus on markets where cost structures and demand levels support sustainable operations. These measures reflect an industry-wide trend, as automakers reevaluate global footprints in light of electrification, rising material costs and evolving regulations. Analysts view these steps as part of Nissan’s attempt to rebuild momentum after several years marked by financial strain, shifting alliances and uneven product performance. Europe has been a particularly difficult region due to strict emissions rules, rising competition from new electric vehicle manufacturers and fluctuating consumer interest. Nissan has rolled out new EV-focused products and dealer programmes, but the company continues to adapt to rapid changes in the regulatory and competitive landscape. Across the territories managed from the Montigny office, Nissan employs nearly 19,000 people, with Europe representing a significant share. The diversity report published in late 2024 underscored the company’s intention to maintain a strong presence in Europe. The job reductions in France therefore represent a strategic recalibration rather than a withdrawal from the market. Nissan has said the aim is to build a structure that aligns with long-term expectations while removing layers that no longer support operational needs.
Inside the office, reactions to the restructuring remain mixed. Some employees worry about job stability, while others believe the adjustments could strengthen the company’s foundation. Many acknowledge that the current market environment requires change, though concerns remain over how the transition will affect day-to-day responsibilities. Discussions among staff reflect both apprehension and hope that a leaner structure may create more clarity in operations. Nissan has said the transition will include support services such as workshops, counselling sessions and career planning tools. Redeployment will be prioritised, giving employees access to new roles before external applicants. Managers have reassured teams that the company intends to retain essential skills and maintain a structure that promotes stability despite the short-term uncertainty. As the next phase begins, the company expects voluntary departures to shape the timeline and scale of compulsory redundancies. The final outcome will depend on how many employees opt for redeployment and how quickly new positions are filled. Workers who remain will adapt to revised reporting structures, updated workflows and new collaborative processes.
A Reshaped Structure for a Changing Market
Nissan believes that the reorganisation at Montigny-le-Bretonneux will allow the company to react more effectively to market developments and regulatory shifts. Management has said that reduced complexity will result in faster decisions, stronger coordination and clearer responsibilities across teams involved in product strategy, marketing, planning and regional oversight. These areas have been identified as essential for maintaining an edge in markets where competition continues to intensify. Employees have been told that support services will stay available throughout the transition. Internal applications will continue to receive priority, and employees considering their next steps can access individual counselling and career planning resources. Workshops and training sessions will also be held to help staff prepare for new responsibilities or different functions within the organisation. The months ahead will test how well the company adapts and how employees respond to the adjustments. Nissan expects the revised structure to support stronger performance in Europe, though the market remains unpredictable. The company believes that a streamlined organisation with clearer priorities will help recover momentum and reinforce operations across regions where conditions continue to evolve.
Nissan’s decision to restructure its European regional office represents a significant part of its global turnaround plan. The transition aims to refine operations, enhance responsiveness and align strategic functions with current market demands. While the process has raised concerns among staff, Nissan has set out a path that emphasises redeployment, support services and investments in critical capabilities. The company maintains that the Montigny-le-Bretonneux office remains central to its regional ambitions and that the restructured organisation will be better positioned to navigate a competitive and fast-changing automotive environment.
