3. Improving capital, asset, and cost efficiency
In April 2017, SMFG initiated the new medium-term management plan “SMFG Next Stage” (FY2017 to 2019) under the leadership of the new management team. In the face of unfavorable external conditions and a likely sizable increase in risk-weighted assets as an outcome of the finalized Basel III reforms, the new management plan was designed to raise the efficiency of capital, assets, and costs in order to achieve steady growth of bottom-line profit.
Specific plans were to promote prioritized resource allocation by area in light of SMBC Group’s competitive advantages and growth potential, in order to improve capital efficiency. At the same time, considerable efforts were put into addressing tighter international financial regulations. While increasing control of risk-weighted assets, various reform and restructuring programs were carried out, including improvement in technology-enabled operational process for higher efficiency, retail branch reorganization, and the restructuring of group companies. When planning these programs, cost reduction targets were set to achieve 50 billion yen within the period of the medium-term management plan and 100 billion yen over the medium term.
As part of the above restructuring programs, Kansai Urban Banking Corporation, Minato Bank, and Sumitomo Mitsui Finance and Leasing Company were deconsolidated, thereby decreasing risk-weighted assets. This also exempted the three companies from the application of Basel III to SMFG on a consolidated basis and made SMFL eligible for entry into non-financial business.
Also, for securities services, SMBC Nikko Securities merged with SMBC Friend Securities a mid-sized retail securities firm, in January 2018, to strengthen the business foundation.
In the area of asset management, Sumitomo Mitsui Asset Management Company, which became a consolidated subsidiary of SMFG in October 2016, merged with Daiwa SB Investments, an investment trust specialist, to establish Sumitomo Mitsui DS Asset Management Company in April 2019. SMFG also invested substantial management resources into overseas development, specifically to acquire the UK-based TT International. and obtain a stake in the U.S.-based Ares Management Corporation.
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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