5. Preparing for Brexit
In June 2016, the UK held a referendum on its European Union (EU) membership. Voters chose to leave the EU by a slender majority. This resulted in the official decision of the UK government to withdraw from the EU, an action which is commonly known as “Brexit”. In March 2017, the UK gave formal notice to the European Council of its intention of Brexit and began the withdrawal negotiation process, which was frustrated by formidable challenges due to the nation’s political imbroglio.
It was expected that Brexit could seriously disturb the European operations of SMBC, which were managed through a UK-based subsidiary, Sumitomo Mitsui Banking Corporation Europe Limited. In order to ensure the continued, stable business and services to customers in Europe even after Brexit, SMBC established SMBC Bank EU AG, a new wholly owned banking subsidiary, in Frankfurt, Germany. SMBC Nikko Securities also established SMBC Nikko Capital Markets Europe GmbH. The two new companies commenced operations in April 2019. For the location of the new establishments, Frankfurt was selected from among several candidates under consideration, including Paris, Brussels, Amsterdam, and Dublin. Frankfurt was chosen partly because it is the home of the European Central Bank (ECB) as well as a leading financial center with an abundant supply of financial professionals.

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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