VISION 2030 / Mid-term Management Plan
Aiming for a Global Trading Company of Mobility Business
SPK will continue to grow with the current parts distribution business as our core and evolve into a Global Trading Company of Mobility Business that provides all value to the mobility society and users around the world by 2030.
MOBILITY BUSINESS
VISION
2030
MOBILITY BUSINESS
NEW
MOBILITY BUSINESS
STRATEGY
Basic Strategy of VISION 2030
1Personnel and Organizational Strategy
Enforcement of new
personnel system
- Promotion and salary increase system that eliminates seniority and can evaluate talented human resources
- Establishment of a human resources development system for young and mid-career employees
➡Improve motivation
Promotion of DX
- Establishment of Digital Development Office for the introduction of IT from the user's perspective
- Build an information sharing and cooperation mechanism between suppliers, automotive parts dealers and maintenance shops
➡Improve efficiency and sales force
Establishment of new
organization and reorganization
- Domestic: Establishment of Investor and Public Relations Office(currently, the Investor and Public Relations Department), regional block of sales bases, remote sales
- Overseas: Establishment of a controlling company (mainly in North America and Asia)
➡Aim to share organizational strategies and information
2New Mobility Business Strategy
3Product and Sales Strategy Adaptation to environment and carbon-free society Environment and SDGs
Environment and SDGs
- Sort all products with consideration for environment and SDGs.
Aim to gradually strengthen environmental friendliness. - Distribute SDGs badges to all employees and issue SDGs private
placement bonds of donation-type
➡Review of all products
Strengthen private brand
- Launch the global common premium brand "GSPEK PREMIUM"
- The PT proposed the concept and naming for the introduction of
"GSPEK PREMIUM".
➡Launch Premier bland
EV/CASE products
- Further strong cooperation with manufacturers and concentrate resources for development
- Establishment of a R&D office for new product development
➡New product development
Rebuilt and recycling
- Focus on product sales and develop into one of the
main pillars in 3 years - Actively promote alliances with manufacturers
and other companies
➡Expand product sales
➡New product development
4Logistics Strategy
Regional Logistics Reorganization-Distribution Center Establishment
Considering conversion to distribution centers in Kanto
and Chubu following Kinki Logistic
Future model-New Kinki Sales Office
As a futuristic model such as installing solar panels and introducing EV cars,
it will be expanded to other sales offices.
Headquarters new construction relocation project
A new project team was set up and started in 2021.
5SustainableContribution to a low-carbon society
Environmental【Realization of a prosperous
low-carbon society】
- Review all products from the perspective of
environmental compatibility - Development and sales of rebuilt and recycled products
- Sequential introduction of solar panels and EV vehicles
to new office buildings
Contribution to SDGs
Social【Aiming to be a rewarding
global company】
- Promotion of work style reform
→Efforts for diversity management
→Telework and remote sales promotion along
with the realization of DXAcceptance and training
of foreign maintenance human resources - Acceptance and training of foreign maintenance human resources
Contribution to SDGs
Governance【Corporate governance】
- Governance and compliance system
strengthened by the Board of Directors
→Systematic training of management human resourses
and evaluation of the effectiveness of the board of directors - Enhancing communication with stakeholders
→Establishment of Investor and Public Relations Department
Contribution to SDGs
Figure Plan
1Strengthening profitability
Aiming for consolidated sales of
60 billion yen toward the fiscal year ending March 2024
2Shareholder return policy
Expected to increase dividends for 26 consecutive terms
