After the 2025 GMM: Signs of Change in the Workplaces

In early July, we held our 2025 GMM (Global Management Meeting) at the JR Gate Tower Conference Center in front of Nagoya Station (Nakamura-ku, Nagoya).

This meeting is a place to share Sumitomo Riko Group policies and key themes with colleagues around the world and to exchange knowledge across bases.

This year, 102 people, including base managers and local executives from 15 countries in the Americas, Europe, and Asia, gathered for two days of lively discussion.

Message from the President: Fiscal Year 2025 Will Be a Key Year for Growth

At the beginning of the meeting, I expressed my gratitude for the achievements of the 2024 fiscal year.

Although the environment varied depending on the region, the group as a whole achieved record sales and business profits for the second consecutive year.

After that, I shared my view that the 2025 fiscal year would be an important year for determining whether we could continue to grow in the future.

Some believe that automobile production volumes would not grow significantly in the future.

In order for our group to grow, it is essential to expand sales of existing products to new customers and develop new products.

Including general industrial products, I reiterated the key initiatives outlined in the 2025P, including strategic planning and execution in emerging countries such as India, which are expected to continue growing.

I emphasized that the leadership of executives and key personnel at each base is essential to moving forward with these plans.

Signs of change seen in subcommittees

What was particularly impressive at this GMM was the evolution of the subcommittees.

The subcommittees were divided into five themes: human resources, quality, environment/carbon neutrality, legal affairs/compliance, and information security. Participants were free to join any subcommittee that matched their interests.

The content was even more substantial than last year, with a significant increase in the number of best practices introduced.

In particular, in the legal/compliance and information security subcommittees, employees from a variety of positions gave presentations and made proposals based on their own experiences.

At one overseas base, cyberattacks prompted local members to take the lead in reviewing the information management system, which led to company-wide improvements.

In addition, active Q&A sessions were held in three languages through interpreters, promoting cross-border learning.

I visited all of the subcommittees, and everywhere I went, I sensed a positive atmosphere of “wanting to make things better,” which I found very encouraging.

Change is not only initiated by headquarters, but also by the front lines.

This new trend is definitely beginning to take shape.

This year, we have invited those who wished to participate in the Osaka-Kansai Expo between the GMM and their return to Japan.

I believe that visitors to Sumitomo Pavilion were able to experience the “design of a future society where life shines brightly.”

If you haven't visited yet, please come and see for yourself.

Bring what you learned at GMM to your workplace

The cases and ideas that came out of this GMM are not just for the participants.

I hope that all participants will return to their workplaces and share what they have learned.

Each individual shall consider how their work relates to the group's policies (2025P and 2029V) and take action accordingly.

These daily efforts will shape the future of the group.

In this era of rapid change, let us return to the Sumitomo Spirit and transform our initiative into strength as we move forward together.