4. Promoting banking-securities collaboration in Wholesale Banking Unit
On October 1, 2009, SMBC launched banking-securities collaboration programs for wholesale securities services with Nikko Cordial Securities, which became a wholly owned subsidiary of the bank. This was done in order to enhance Nikko Cordial Securities’ wholesale functions as well as to encourage collaboration in portfolio management, underwriting, and M&A- and IPO-related businesses. In April 2010, a collaboration program was started to refer customers of Nikko Cordial Securities to SMBC.
In November 2013, SMBC established a banking-securities concurrent team within the Corporate Banking Unit, to promote collaboration with SMBC Nikko Securities. The concurrent team served two major purposes. First, it offered both banking and securities products, providing information from the two sectors and offering syndicated loans (banking product) and straight corporate bonds (securities product). Second, it developed specialist skills for providing banking and securities services by the same person.
The concurrent team served its purpose well. The diversity of securities products (financing, stock-related, IR and other activities) offered by the bank was appreciated by its major customers, increasing the bank’s reputation as a financial advisor. In consequence, the number of relevant deals grew steadily.
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Chapter 1The Financial Crisis and Realignment of the Financial Sector
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Chapter 2The Birth of SMBC and SMFG
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Chapter 3Initiatives Pursued by SMBC Banking Units in the Early Years
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Chapter 3Initiatives Pursued by SMBC Banking Units in the Early Years
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- 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
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Chapter 4Embarking on Fresh Challenges Under New Leadership
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Chapter 4Embarking on Fresh Challenges Under New Leadership
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- 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
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Chapter 5SMFG’s Response to Global Economic and Financial Turmoil
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Chapter 6Preparing for the Next Decade
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Chapter 1Business Model Reform Under Challenging Business Conditions
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Chapter 1Business Model Reform Under Challenging Business Conditions
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- 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
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Chapter 2Enhancing Group Businesses
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Chapter 3Expanding Our Global Business
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Chapter 4Enhancing Corporate Infrastructure Under a New Governance Framework
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Chapter 4Enhancing Corporate Infrastructure Under a New Governance Framework
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- 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
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Chapter 5The Path for Our Future
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Chapter 6Opening a New Chapter in SMBC Group’s History