Corporate Governance

We position “Our Mission” as the universal philosophy underpinning the management of SMBC Group and as the foundation for all of our corporate activities.
To achieve the approach outlined in “Our Mission,” we consider the strengthening and enhancement of corporate governance a top-priority issue as we pursue effective corporate governance.

SMFG Group employs the Company with Three Committees structure. This structure was adopted in order to build a corporate governance system that is globally recognized and is aligned with international banking regulations and supervision requirements, as well as to achieve enhanced oversight of the exercise of duties by the Board of Directors and to expedite the exercise of duties. Core subsidiaries SMBC and SMBC Nikko Securities employ the Company with Audit and Supervisory Committee system described in the Companies Act.

Through the implementation of effective corporate governance systems, we aim to prevent corporate misconduct while also achieving ongoing growth and medium- to long-term improvements in corporate value. We realize that there is no perfect form for corporate governance structures. Accordingly, we will continue working toward the strengthening and enhancement of corporate governance in order to realize higher levels of effectiveness.

The Board of Directors of the Company is primarily responsible for making decisions on basic management policies and other matters that are within its legally mandated scope of authority, as well as overseeing the exercise of duties of executive officers and directors. Authority for decisions on execution of work other than decisions legally required of the Board of Directors will, in principle, be delegated to executive officers. The purpose of this delegation is to enhance the oversight function of the Board of Directors and to expedite the exercise of duties.

The Board of Directors works toward the realization of “Our Mission” and the long-term growth of corporate value and the common interests of the shareholders. Any action that may impede those objectives will be addressed with impartial decisions and response measures.

The Board of Directors is also responsible for establishing an environment that supports appropriate risk taking by executive officers. It is developing systems for ensuring the appropriateness of SMBC Group’s business operations pursuant to the Companies Act and other relevant legislation in order to maintain sound management. Another responsibility of the Board of Directors is exercising highly effective oversight of executive officers from an independent and objective standpoint. Accordingly, the Board of Directors endeavors to appropriately evaluate company performance and to reflect these evaluations in its assessment of executive officers.

The Board of Directors is composed of directors of varied backgrounds and diverse expertise, experience, genders, and nationalities.

As of June 26, 2026, the Board of Directors is composed of 13 members. A majority of these, 7 directors, are outside directors. The chairman of the Board of Sumitomo Mitsui Financial Group, who does not have business execution responsibilities, serves as the chairman of the Board of Directors. This membership ensures an objective stance toward supervision of the exercise of duties by executive officers and directors.

Outside directors serve as chairmen and members of the Company’s legally mandated and voluntarily established committees. When necessary, outside directors request reports on compliance, risk management, and other matters from relevant departments to promote appropriate coordination and supervision.

The “SMFG Corporate Governance Guideline” contains provisions on evaluating the effectiveness of the Board of Directors. In accordance with these provisions, the Board of Directors conducts annual analysis and evaluation to determine whether it is executing its duties in line with the guideline, and discloses the findings of these. For FY2025, a questionnaire survey was conducted for all directors focusing on the “Role of the Board of Directors,” “Operation of the Board of Directors and Support Systems for Outside Directors,” and “Composition of the Board of Directors,” as described in the “Corporate Governance Code” and “SMFG Corporate Governance Guidelines.” Opinions were subsequently heard from all seven Outside Directors at the Board of Directors meetings held in April and May 2026. Discussions were held at Board of Directors’ meetings in June based on the findings of these interviews with internal directors, after which analyses and evaluations were carried out to determine whether the Board of Directors is executing its duties in line with the “SMFG Corporate Governance Guideline.” Reviews by knowledgeable experts from developed nations are received at each stage of the evaluation process.

In FY2025, the Board of Directors was assessed to be sufficiently effective and to have improved its effectiveness, as a result of efforts to raise the level and effectiveness of deliberations at Board of Directors meetings following appropriate actions taken in response to the findings of the previous effectiveness evaluation. Based on the results of the latest effectiveness evaluation, along with diverse opinions by directors and recommendations by external experts gathered through the series of processes, the Board of Directors is working to further enhance its effectiveness by promoting mutual understanding between outside directors and internal officers and employees and by discussing fundamental issues aimed at enhancing corporate value.

The Company recognizes that outside directors require an in-depth understanding of the Group’s business operations and business activities. Accordingly, we continually endeavor to supply outside directors with the business activity information and insights that are necessary to supervise management while also providing them with the opportunities needed to fulfill their roles. In FY2025, the following initiatives were implemented.

To facilitate the fulfillment of Our Group Mission and the realization of Our Group Vision, we established an executive compensation program for Directors, Corporate Executive Officers and Executive Officers (the “Executives”) and introduced Stock Compensation Plans as a part of the Program, for the purpose of:

In principle, executive compensation consists of base salary, bonuses and stock compensation. The performance-linked portion, which fluctuates with the business environment and performance, accounts for approximately 40% to 60% of total compensation, depending on corporate title. The structure and levels of executive compensation are determined by the Compensation Committee based on third-party executive compensation surveys, economic and social trends, and the operating environment.

To curb excessive risk-taking and ensure prudence as a financial institution (initiatives for maintaining soundness), we have introduced mechanisms allowing for malus (reduction/ forfeiture during the restriction period) and clawback (return after the restriction is lifted) for certain stock compensation programs and bonuses subject to deferred payment, should events such as material amendments to the financial statements or material damage to the reputation of SMBC Group.

In FY2025, cash and stock compensation were paid as annual performance-linked compensation. Two performance indicators were adopted: “SMFG net income attributable to owners of parent,” representing the final outcome of SMBC Group management, and “SMFG consolidated net business profit,” indicating SMBC Group’s profitability. These served to enhance the linkage between performance and executive compensation, ensuring that the compensation program functioned as an appropriate performance incentive. In addition, the Compensation Committee determined the evaluation of sustainability indicators based on the results of major external sustainability ratings, among other factors.

Compensation under Stock Compensation Plan I is paid as medium-term performance-linked compensation. As evaluation indicators linked to the Medium-Term Management Plan covering the period from FY2023 to FY2025, in addition to financial indicators such as ROCET1 and Base expense, we have adopted TSR as a share indicator and Social value creation as a non-financial indicator. Adjustment factors, including initiatives in new business areas, compliance, customer-oriented initiatives, and risk management, are also considered in determining medium-term performance-linked compensation.

For further details on our corporate governance and our Policy regarding equity holdings, please refer to the following link.

For details about SMFG's organization management structure, please see the following link.

For details about Equity Holdings, please see the following link.