2024 GMM

On July 9 and 10, we held a Global Management Meeting (GMM) at Midland Square (Nakamura-ku, Nagoya).
With the purpose of sharing management policies throughout the Group and providing a forum for information exchange among areas and bases, 104 base managers, expatriates, and local executive employees from each of the 14 bases in the Americas, Europe, and Asia came to Japan.

Three directions and Six materialities

The program lasted for two days, with specific activity reports from each area and base.
Local executives presented the key implementation items that they have been working on and the current results, and they presented the “What We Want to Be” toward 2025P and 2029V in three directions*.
Simultaneous interpretation was provided in three languages, and a lively Q&A session, including with directors, demonstrated the high level of interest shown by everyone.
*Developing people and peers who pioneer the future, building a flexible and strong organization, and creating value for a sustainable society

SRK-P (Poland) reported that they are constantly generating ideas for improvement and implementing more than 50 themes per year.
TRFH (China) also reported a case study in which they reduced the number of workers by using transport robots and reduced storage costs at an external warehouse through automated warehousing.
In the breakout sessions, held for the first time this year, participants were divided into sections for human resources, quality, and environment and engaged in lively discussions to find ways to collaborate on a global basis.

The HR subcommittee reported that SRK-ER (Thailand) has conducted an annual employee satisfaction survey since FY 2019 and has been able to effectively propose and implement measures to reduce turnover, address motivation, and implement environment measures.
Many commented that this could be expanded within the group.
I also attended this breakout session and was empowered by the seriousness with which everyone was reporting and discussing.
I believe that the social event on the first day allowed us to communicate with each other across departments and divisions where we do not usually see each other.

This is one of the main objectives of GMM.

I participated in all of the divisional social gatherings and was able to directly express my appreciation for the business activities in each country around the world, as well as have heart-to-heart discussions with them.
I hope that this GMM will not only be used to share the progress of business results for FY2024 but also as a milestone for 2025P for each base and area, and that the content of good initiatives will serve as an opportunity to “collaborate within the group.”
By spreading the Sumitomo Spirit and the 2025P and 2029V initiatives widely from this year's attendees to each of our offices, each and every member of our group will be able to connect this policy to their own role.
Then, by proactively acting in accordance with the policy, let’s clearly recognize your own role and realize it concretely through your daily work.
In today's rapidly changing world, I am confident that your proactive actions under this policy and your constant pursuit of improvement will lead to the sustainable growth of our group.