Chapter 4
Embarking on Fresh Challenges Under New Leadership
1. Changes of leadership and the announcement of our new management policy
In June 2005, Sumitomo Mitsui Financial Group (SMFG) and Sumitomo Mitsui Banking Corporation (SMBC) reorganized the top management team. The new team was led by Masayuki Oku, appointed as Chairman of the Board of SMFG and President of SMBC, and Teisuke Kitayama as President of SMFG and Chairman of the Board of SMBC.
In July 2005, the two new leaders gave their speeches before the general managers of SMBC. They jointly stated that SMBC Group would continue endeavoring to establish a reputation as the most trusted top-ranked financial institution, maintaining the corporate mission that was unchanged from the founding of the company. Oku expressed his commitment to three goals: 1) customer-first and field-oriented management; 2) qualitative and quantitative expansion; and 3) building track records with a spirit of integrity. Kitayama discussed the need for effective group strategies to create new value from the perspective of customers as the key approach to boosting competitiveness and emphasized the crucial importance of successful group management.

-
Chapter 1The Financial Crisis and Realignment of the Financial Sector
-
Chapter 2The Birth of SMBC and SMFG
-
Chapter 3Initiatives Pursued by SMBC Banking Units in the Early Years
-
Chapter 3Initiatives Pursued by SMBC Banking Units in the Early Years
-
- Enhancing our retail consulting and payments & consumer finance businesses
- Enhancing corporate financial solutions
- Banking-Securities collaboration in the wholesale securities business
- Challenges facing our global banking business
- Actions by Treasury Unit in preparation for rising interest rates
- Integration of operating systems and administrative functions
-
-
-
Chapter 4Embarking on Fresh Challenges Under New Leadership
-
Chapter 4Embarking on Fresh Challenges Under New Leadership
-
- Changes of leadership and the announcement of our new management policy
- Developing group business strategies
- Addressing antitrust issues
- Completing repayment of public funds
- LEAD THE VALUE
- Enhancing our retail financial consulting business
- Enhancing our corporate solution business
- Enhancing our investment banking business
- Global banking business turnaround
- Upgrading risk management in preparation for Basel II
- Development of human resources
- CSR activities
-
-
-
Chapter 5SMFG’s Response to Global Economic and Financial Turmoil
-
Chapter 6Preparing for the Next Decade
-
Chapter 1Business Model Reform Under Challenging Business Conditions
-
Chapter 1Business Model Reform Under Challenging Business Conditions
-
- Our journey under new leadership (the second decade)
- Focusing on growth industries and businesses
- Reforming domestic business operations
- Promoting banking-securities collaboration in Wholesale Banking Unit
- Structural reform of our retail business
- Meeting the needs of an aging society
- Abenomics and Treasury Unit's nimble portfolio management
- Operating in a negative-interest-rate environment
-
-
-
Chapter 2Enhancing Group Businesses
-
Chapter 3Expanding Our Global Business
-
Chapter 4Enhancing Corporate Infrastructure Under a New Governance Framework
-
Chapter 4Enhancing Corporate Infrastructure Under a New Governance Framework
-
- New leadership and enhancing corporate governance
- Introducing group-wide business units and CxO system
- Improving capital, asset, and cost efficiency
- Pursuing our cashless payment strategies
- Retail branch reorganization
- Customer-oriented business conduct
- Enhancing internal-control frameworks
- Valuing diversity and revision of our HR framework
-
-
-
Chapter 5The Path for Our Future
-
Chapter 6Opening a New Chapter in SMBC Group’s History