Under its mid-term plan following the appointment of its president, Sumitomo Corporation has set out a strategy centered on “No. 1 business groups,” with each of its 41 SBUs defining its own No. 1. It will allocate ¥1.8 trillion in investment to 8 areas and accelerate its digital and AI strategy. Major transactions, including the acquisition of an aircraft leasing company and the conversion of SCSK into a wholly owned subsidiary, are also taking place in succession.
Under Mid-Term Management Plan 2026, set out by Ueno Shingo (上野真吾) after he became president in April 2024, Sumitomo Corporation has adopted “No. 1 business groups” as its theme and outlined a policy of having each of its 41 SBUs define its own No. 1 while pursuing both capital efficiency and growth. The company emphasized the development of a structure that would enable the front lines to take the lead in defining No. 1 more concretely and translating those definitions into KPIs and KAIs.
The core of the mid-term plan is “growth centered on strengths,” and the ¥1.8 trillion investment has been positioned as the allocation of resources to put this concept into practice. The company will concentrate resources in 8 areas—agriculture, construction equipment, leasing, energy solutions, steel, digital, healthcare and real estate—to pursue growth, while addressing its other businesses through organic growth and autonomous improvement. The initiatives of each SBU to make its products and businesses No. 1 were emphasized.