No, uploading internal or sensitive documents to ChatGPT is not permitted. To protect the confidentiality of our data and ensure compliance with our internal security policies, please refrain from sharing any proprietary, confidential, or sensitive information on external AI platforms.

Yes — internal training on AI is coming soon! We’re currently working on putting it together and will be sharing more details shortly.

We currently don’t plan to introduce AI solutions for supply and demand until we have finalized process improvements and revised our stocking and ordering governance. Once those foundations are in place, we will explore AI opportunities to enhance these areas.

By identifying where AI can drive value, such as:

• Optimizing inventory and forecasting
• Automating routine tasks
• Improving pricing strategies
• Providing better data-driven insights

Our goal is to help clients apply AI where it supports growth, efficiency, and smarter decision-making.

With the proper business rules, our analytics tool could allow for a recommendation to be built, maybe without machine learning or AI, but it would have to be analysed properly as we build the booking creationt tool.

Coming soon! We’re currently finalizing the space requirements and will share an official update shortly.

We are currently reviewing and working on plan – will announce it soon.

Details of the Hercules FDC program are available on the SharePoint. For further information, please consult your RSD or Commercial Sales Manager.

We will review this internally and get back to you. 

In order for domestic dealers to get on national account program they need to become banner. They will then have access to process key commercial product under national account.

Yes, the classification system will include a component that accounts for small-volume customers who are part of a larger group, as long as the group includes at least 10 locations that collectively meet the outlined volume and performance metrics.

This approach ensures that the broader impact and strategic value of customer groups are recognized, even if individual locations have lower volumes.

The process to classify a new customer will be deployed and presented soon. Stay tuned for the upcoming update! 

For now, there is no overlap between the CRM and the BOSS tool:

• BOSS is used for business support. It can also be used to input Voice of Customer (VoC) feedback, helping operational teams track and respond to service-related issues.
• CRM is a customer relationship management tool, currently used to manage customer interactions and includes questionnaires that can be filled out to gather insights.

In the future, there will be a direct link between the two systems, enabling a more integrated view of customer interactions and feedback across both platforms.

The best way to do so is through the BOSS system:

• CX Business Support > Voice of Customer (VoC)

Not necessarily, 20,500 tickets doesn’t mean there are 20,500 problems. It simply means there have been 20,500 customer inquiries handled by Customer Service Representatives (CSRs) and Operations.

These tickets could include:

• Questions about products or services
• Requests for updates or changes
• Clarifications on processes or policies
• Feedback or suggestions
• And yes, some of them could be actual problems or issues

So, it’s more accurate to say:
20,500 tickets represent 20,500 customer interactions… not 20,500 problems.

Through the BOSS ticket, we’ll follow up with the appropriate approach to ensure the CSR is informed of the issue while also maintaining proper tracking. Keep in mind that the CIGO implementation will address and capture these types of issues moving forward.

BOSS will include an escalation process rather than simply closing the ticket. This ensures that unresolved or complex issues can be escalated to the appropriate teams or levels for further action, improving resolution quality and customer satisfaction.

Yes, we are planning to implement a follow-up satisfaction survey for tickets marked as resolved. This initiative is part of our broader effort to better track the proper completion and resolution of tickets, as well as to monitor and improve our service level agreements (SLAs).

A score of 62 (on a 0–100 scale) is considered moderate. According to general CES benchmarks:

• Above 70 is typically seen as strong.
• 50–70 is average or acceptable.
• Below 50 suggests high customer effort and potential churn risk.

The target will come as we compile more customer responses to get a proper average over the next 6 months. We will then set a proper target to achieve and a plan to get there.

The BOSS ticket number is not an internal identifier; rather, it serves as a reference number that can be shared with the customer.

This allows us to quickly locate their issue if they call back, improving both efficiency and the customer experience. Of ocurse the CSR/TM can search all issues by looking up their SAP number in BOSS.

Speed Ratings and Load Indexes should already be correct. If you see errors please submit a ticket through BOSS and we will work with the right teams to get the appropriate data from the suppliers.

• Product data > Product update

Currently we do this on AVB payments for customers who pay by credit card. In the future, however, we have not yet determined whether we will stop this practice.

COSTAR is no longer used for transactional purposes in Distribution. It continues to feed data to the Dealer Tire/Alliance portal; however, there are plans underway to phase it out. Retail stores still use COSTAR for their transactional operations.

Dashboards or reporting for warranty claims is in the scope the warranty process automations project. This project is not planned until fiscal year 2027.

Only Alliance customers, minus Audi, BMW, Mini & Volkswagen, are currently not using Hybris for bookings. In the last 12 months, just over 6,000 bookings created in SAP/Hybris and just over 700 on the Alliance portal, just over 10% of the bookign volume is therefore not on Hybris.

A project to share volume rebate and ADP results to customers on Hybris is being discussed, but we need to ensure the calcualtion engine, the CCM presented at the Summit, works as expected and offers the proper data. If all is aligned between the CCM and the customer visibility needs, we will plan to work on the project in early 2026.

This change is being debated as country of origin is not straight forward, many products are produced in multiple countries. Its possible all country sources will be shown online, but confirmation will be received over the course of the summer.

A dedicated tube search is being worked on. For the Farm and ATV tires, we already have dedicated search options, but the commercial team is looking into refining the data for those products, espeically with the new product lines added with the OK Tire integration.

Work is in progress to build a similar structure for the inventory on Hybris. Information will be shared through the GT News calls or the RSDs once we have an ETA to offer.

The need for this option is known but we have not done investigation or formal planning to develop it as of yet.

We have integration between Hybris and COSTAR, that can be used by customers of any channel, and that will remain available as long as our customer base uses COSTAR.

Digital payments will be based on the account profile. If a car dealer is setup to pay order or on account, it will be available to them. 

We can’t share a formal ETA as this need will be tackled in between projects, as part of the continuous improvement we do on the storefront. We do want to address it as part of the quoting tool improvements in 2026 fiscal year.

This option was deactivated as relevance allows us to prioritize KVIs and the product mix we prefer. 

We are taking note of the request, we are not working on this need, but we can investigate if it is possible to implement.

Yes, the work on SAP is almost completed and we are working on the development on Hybris. The target is to have it available for fall.

Inventory remains the top priority in determining search results. Local inventory is always shown first, but within that, we apply our own prioritization. Regardless of how highly we rank a product, if it’s not available locally, it will appear only after items that are in local stock.

We have the ability to customize the display and search results for a single store, but since it’s currently a manual process, it’s not something that can be done at a large scale, hence the reason we target specific groups/regions with similar needs.

ADP groups are not yet configured in SAP/Hybris. We are working with IT to get the developpment needed. Once they are in place, we’ll be able to “boost” targeted brands to the top.

The sales team can determine in what segment customers fall in. M&M control what each segment sees. We’re always opened to recommendations and feedback.

Yes absolutely! You are our eyes and ears in the field, and we’re always opened to suggestions. As long as it aligns with the company’s targets, we can adapt our strategy.

Since multiple boost rules can affect a segment or customer, and we plan on having a lot more, we are working on a tool that will allow us to track the different strategies more easily. This tool will be available to the sales team once ready.

The Top Hat Program has been discontinued this year as it has lost its effectiveness. We’re looking at a potential Top Hat component for IceContactXTRM, but overall we’re simplifying our Programs to focus on delivering more value through the core Booking Program.

We’ve already had discussions with Envy about simplifying their fitment data for accessories. They’re open to providing a more user-friendly format, but we’ll need to develop a cross-selling feature that can match the vehicle and wheel to the correct hardware.

We are looking at enhancing our visibility on inventory. As part of that process, we’ll review what’s in and out of Available for Sale vs. On Hand vs. Inventory on Balance Sheet. For IP metrics, we’ll count on champions and data committee to finalize the view on what’s in and what’s out.

Yes, there are some technical improvements we can make, but the biggest impact comes from collaborating with our users—usually through their champions—to find a balance between dumping all the data and summarizing it at meaningful levels. By focusing on how the data will actually be used, we can speed up reporting significantly, since no one is going to sift through a million rows of raw data.

Yes, it’s in the plan for FY2026. There’s a lot of priorities, but rest assured this is high on the list!

Sales Support is working with Indicia to populate the data into PBI for field access.  We are hoping to have everything ready by Q3 2025 calendar.

We would like to be better connected with the end-to-end process, including retail data integration from corporate store POS systems. However, this is not part of the immediate priorities.

Our current focus is on stabilizing internal data management from a B2B perspective. Once that foundation is solid, we’ll be better positioned to enable a more comprehensive B2B2C approach that includes retail-level insights.

We were indeed surprised by the high number of individuals who shared their credentials. At this point, we want to take a step back and assess what can be done on our side to strengthen awareness and prevention. While the impacted employees will be informed, we view this as more than a question of accountability — it’s also an opportunity to reinforce education and improve our internal processes.

We maintain a backup cloud instance as part of our disaster recovery strategy, allowing for a smooth transition from production servers in the event of a major issue.

Yes, as response times may have been delayed, allowing the threat to persist longer before being detected and contained.

The most important lesson learned from the cyber attack is the critical need for proactive resilience — not just reactive defense.

• We’ve learned that even with strong controls, we must continually evolve: updating systems, training employees, and strengthening vendor oversight.
• Incident response preparation is just as critical as prevention – speed, coordination, and communication made all the difference in minimizing impact.
• Cybersecurity is no longer just an IT issue; it’s a full business risk that requires cross-functional ownership.

The Merch team will leverage lost sales data to refine forecasts and identify both missed and future sales opportunities.

Yes, we’ve recently introduced the Hotjar platform on Hybris. It helps us evaluate user interaction with to understand what’s performing well and where optimizations can be made.

Several initiatives, on a local and regional level, were led by our employees, including: delivering 200 shoes to a Halifax shelter, donating swag bags to Cory’s Lil Anglers, sponsoring a golf tournament benefiting Charlevoix Est and Cystic Fibrosis, selling Smile Cookies in Montreal-area workshops to support local charities, and decorating bikes for families in need via West Island Mission. Touchette Retail and Commercial also raised $60K for the Canadian Cancer Society.

Volunteering will be included in the upcoming survey. Once results are analyzed, a formal strategy with details and guidelines will be shared. Stay tuned—and don’t forget to share your feedback, comments, and ideas through the survey!

We track several key indicators to measure our ESG impact:

• End of life and Waste Management: Total waste generated and diversion rate
• Green Transition: Total greenhouse gas (GHG) emissions
• People & Communities: Overall representation of women in the workforce and in management positions
• Steering, Culture and Performance: Employee training on the organization’s ethical policies and cybersecurity procedures

Yes, LNG, propane, and hybrid vehicles could be short-term to mid-term more realistic alternatives especially for Groupe Touchette, as we own a large fleet and operate in remote areas where recharging stations are less likely to be found.

As Canada’s charging infrastructure is still growing, and EV range can be limited in cold weather, Propane and LNG offer lower emissions than diesel and are supported by existing infrastructure. Hybrids are also a practical step toward full electrification.

The challenge with these technologies is that they tend to break a lot (Propane Trucks) or are rare to find on the market (LNG, Hybrid) for the size of truck we need. We also need to make sure whether the change is worth it, i.e. whether emissions are significantly lower with another fuel. The team is working on finding the best solution for the type of business we are leading.

Yes, the ESG report is prepared by the internal ESG team and is reviewed for comments by our ESG partner, Umalia, for quality checks. Currently, there is no framekwork or certification supported that our reporting supports, as processes to get certified are extensive. The Steering, Culture and Performance team analyzes the various existing ESG frameworks, with a view to possible certification to one of them.

Since launching the EmpowHer Network, women’s representation has remained steady overall, with 16% of employees in FY25 compared to 16.5% in FY24. At the management level, we’ve seen a modest increase, from 23.2% to 23.6%, reflecting early positive momentum in growing leadership diversity.

All customers that do business with us have to provide a recycling number or are charged the recycling fee’s. We are audited annually to prove the product we are selling are going to responsible dealers that are properly recycling the EOL product.

Landfill and/or waste transfer stations are being utilized as drop off locations for non commercial tire shops. This is a small amount of units compared to the recycling programs. Theses companies also pick up at landfill sites and as such Canada has a 98% diversion rate and does not allow EOL tires to actually go into the landfill.

Sales performance is measured through the sales bonus. However, we are planning to include potential goals by group of individuals inside an improved version of performance reviews.

We are working on developing a New Program with the help of HR and the Vendor Management team – more to follow shortly.

Once the 9-Box exercise is rolled out across the organization and reviewed by the executive team, you’ll be able to discuss your development initiatives with your manager during the performance review. As a development tool, the 9-Box will help guide your growth at Groupe Touchette.

In the Organizational Development Strategic Plan, a formal mentorship program is in the works; we started the first mentorship circle pilote last fall and we will be getting feedback and comments for the participants to adjust and be able to offer a framework to VPs or directors who wish to have their own mentorship circle.

One of the core elements of the 9-box grid is performance management. This involves performance reviews, achievement metrics, and manager feedback. By analyzing performance data, you can determine how well employees fulfill their roles and responsibilities.

The other factor is potential. Here, we go beyond current performance and assess an employee’s ability to grow, take on additional responsibilities, and grow within the organization. For this, we consider factors like skills, learning agility, leadership qualities, and ambition.

We take our employees’ mental and physical health seriously. At the beginning of the year, we changed our telemedicine provider to offer our employees and their families access to a wider selection of services and tools, including a well-being and resources library, counselling, and digital CBT.

Also, we requested at the beginning of the year that all vacation days be taken within the same year. This request is mandatory for all employees and managers, with the hope that they take time to rest, celebrate their accomplishments, and spend time with their loved ones.

A complete breakdown of new accounts by region and channel is available through the following report.

The sales team has been working diligently to strengthen relationships and ensure stickiness with our Tirecraft and Signature partners. In the short term, our priority is to maintain these relationships and avoid disrupting the brand equity that Tirecraft has built over time in the Eastern provinces.

That said, we are also evaluating alternatives as part of the brand rationalization project currently underway. We’ve had to manage a few reactive situations — the market landscape is shifting quickly.

A big shout-out to our Atlantic team, who have been proactive by visiting accounts and putting a direct program in place. This has allowed us to buy valuable time to reorganize and prepare a more complete go-to-market package.

Today, we have 12 to 15 stores that are ready to sign, and we’re fully committed to keeping them engaged and not losing them to competitors. When we’re ready to fully launch with the complete TRC offering, we want to make a strong, impactful entrance into the Atlantic market.

Although we may seem some cannibalization from AS to AW, it is minimal. The AW segment continues to grow in Passenger and SUV/CUV and is projected to continue.

To achieve our commercial growth objectives, we need:

• People: Strengthen skills, foster cross-functional collaboration, and retain key talent through clear development paths.
• Process: Simplify and standardize workflows to scale efficiently, with a focus on delivering consistent, customer-centric experiences.
• Technology: Integrate data systems for better insights, and build digital capabilities that support omnichannel growth.

The following initiatives will drive sales efficiencies:

• 9-box approach
• Professional development plans
• Additional technical training initiatives led by Sales Support
• Improved sales process & CRM leverage
• Indicia data use
• Route management

Margin inclusion for bonuses will be evaluated once margin data accuracy in the reporting can be confirmed.

At this point, there are no plans to deploy a commercial tire strategy to support the mining of minerals in the Northern parts of Ontario or beyond. 

Traction is currently being improved, and its new version will be launched shortly. The search engine will be more powerful. It will also be possible to search by document type.

CCM will be the source of truth for all Contracts both Consumer and Vendor programs – One Note will not be used in the future to record or calculate Manufacturer programs.

To break down silos and enhance collaboration, we are prioritizing clear, consistent communication across all teams and ensuring that key messages are effectively cascaded throughout the organization. Our meetings are slowly shifting toward a more cross-functional focus, and we are using shared tools to keep everyone aligned and informed.

Promoting a culture of teamwork and mutual accountability, aligning goals with shared objectives, standardizing tools and processes for smoother integration are all key factors for breaking silos.

Also, the leadership team is fully engaged in leading by example, actively supporting and modeling the collaborative behaviors we aim to adopt across the organization.

Credit check is ran automatically at every order creation no matter the sales channel.

There has been no formal discussion, however – after communicating the conversion rate of opening accounts and the number that a re dormant in the first few months – it will be an action that is on the agenda for the new Fiscal year.

We are aiming to have the strategies confirmed by early July and work with IT on the operationalisation before the winter rush as much as possible.

Yes, all 86 sizes will be available this year.

All 45 sizes will be available this year. Please note, however, that Ice Friction tires do not include road hazard coverage.

No, there is no road hazard coverage on the Ice Friction and Blizzak 6.

It’s 18+.

The Blizzak 6 features ‘Enliten’ technology, which is marked on the sidewall. This technology is engineered to optimize tire performance specifically for electric vehicles (EVs).

The idea is to create an “on-shelf availability” KPI. Using data collected from Hybris, it would identify, per DC, which products we couldn’t sell because they weren’t available locally.

We’ll also be able track the reason of the no-sale, coding : “Not available” or “customer doesn’t want to pay the price”

New products are announced in the bi-annual product catalog distributed by the marketing team. As for the discontinued products, we will be setting a process in place so they are communicated to the sales team on a regular basis.

We will be using Cooper and Firestone as alternatives.

Viking 8 is already available.

Currently, the search results are pushed by our product strategy -KVIs and customer segmentation – and inventory. We are looking into implementing search results that would take purchase history into consideration, à la Amazon, but not something that is possible short term.

At this time, we believe our current tire offerings provide ample market coverage, so adding Nankang tires isn’t necessary. However, we continue to monitor market trends and remain open to future opportunities to expand our lineup if demand shifts.

This remains an important priority for us. We need to remember that part of the GT DNA is having those niche SKUs that no one else carries. While it’s valuable to have the high-volume products everyone else has, we also need to refocus on our core strength and ensure we’re giving proper attention to these specialty SKUs. We’ll continue to work closely with the manufacturers to support this.

We’re seeing a trend in Tier 2 where dealers are rationalizing down to 2–3 brands. However, this shift hasn’t significantly impacted our volume or engagement. Our positioning remains strong within their narrowed portfolios and we are sufficiently prepared for the potential demand spike. Tier 3 and 4 may have limited options on national account, but brands like Uniroyal still continue to be a strong option and we are also exploring up and coming brands like Laufenn which are gaining traction in terms of our overal brand offering/strategy.

Following the Phase 1 roll-out, full visibility will be provided to CSRs, with additional functionality introduced incrementally. AM/TM visibility is also in the pipeline.

All Carriers are selected for both service ability and price. Mechanisms are in place to ensure service is adhered to and we retain the option to switch carriers based on performance.

Transportation and  PP&A meet to review new routes and viability of current routes. Prior to removing a route Sales will be engaged to see if a sales lift is possible within a defined time frame.

We continue to evaluate best options between our Fleet and 3rd party solutions for our customers and have introduced a few new options regionally. Given the breadth of the country we will always have 3rd parties assisting our deliveries.  

With the introduction of tools such as CIGO and Geotab this unlocks new data streams for us to evaluate our performance and pursue new avenues. Dialogue and feedback are always welcome cross-functionally. 

Hybris intergration was not on roadmap but we have now added it to complete LOE and feasibility review. 

It is on our radar, but there is no plan to expand at this time.

It is on our radar, but there is no plan to expand at this time.

There was no Ontario DC included in the Distribution agreement with OK Tire.

Referred as Xlarge hubs—one in the West and one in the East—they will better manage replenishing our network.

It’s already on our radar as a potential expansion, yes.

The end state has yet to be determined.

Yes, as leases expire in markets with high growth potential, additional spaces—including Quebec City, an expansion in Winnipeg, and a new build in Dartmouth—will move forward in 2026.

If referring to NTD’s Hub/Spoke process, then that method is already in use in some markets where needed, but it won’t apply to all DCs.

Any POD stored in SAP can be shared to Hybris. PODs planned to be loaded in SAP from CIGO are planned to be sent to Hybris.

ShipERP allows to define special rules for carrier selection, based on a variety of parameters including customer, but the transportation team will have to define rules around what options ar offered to customers vs our preferences.

Both of these brands will operate separately for this season. 

The Replika brand will take over the RAC lineup. Over 30,000 units have been ordered, with a stocking plan in place for both Hubs and Spokes.

Yes, customer can purchase OEM cap or stock cap with REPLIKA wheels as long as they are the same model.

We’ll need to conduct a business analysis to determine if this qualifies as a High KVI item before proceeding with inventory.

ENVY is our house brand, and as long as there’s a strong sales forecast and available capacity, I understand why we aren’t growing the brand further. We have over 56,000 alloy units coming in for this winter season, compared to only 6,000 units we were previously allowed to order based on inventory.

Announcement coming soon – stay tuned!

The targeted launch date is July 1st.

We are exploring synergies between the two companies — for example, GT is supporting Fastco in optimizing its tire assortment, while Fastco is assisting GT in enhancing its wheel assortment.