3. Creation of unique trust bank
In October 2013, Société Générale Private Banking Japan became a wholly owned subsidiary of SMBC, and was renamed SMBC Trust Bank Ltd. Despite the relatively small scale of 407.9 billion yen of total assets under management at the time of acquisition, the trust bank had a substantial capacity as a private banking specialist, and added new financial products to SMBC Group. The acquisition made SMBC Group operate a range of trust banking businesses.
In 2014, U.S. financial giant Citigroup decided to withdraw from the Japanese retail financial market, as part of its global business restructuring plans, and proposed to SMBC a transfer of the retail banking business in Japan. Through two competitive biddings, SMBC concluded an agreement with Citigroup on the acquisition of the business by SMBC Trust Bank. In November 2015, SMBC Trust Bank integrated the retail banking business of Citibank Japan to create the new brand PRESTIA, operating three business areas: foreign currency, trust banking, and real estate.

-
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