Japan's Kuraray Co Ltd reported a 42 percent plunge in first-half operating profit as its rubber and speciality chemicals business grappled with weakened European demand and inventory valuation losses, prompting the company to slash its full-year earnings forecast.

The Okayama-based manufacturer, known for its synthetic rubber and speciality polymers used in automotive and industrial applications, posted operating income of 26.3 billion yen for the six months ended June 30, down from 45.5 billion yen a year earlier.

Net sales slipped 2.7 percent to 400.0 billion yen, with the company's flagship vinyl acetate segment - which includes rubber-related products - bearing the brunt of the downturn as volumes declined across key markets.

"Sales volume did not increase as much as expected due to the European economic stagnation and other factors, and overall segment income decreased due to the negative impact of inventory valuation differences and higher raw material and fuel prices," the company said in its earnings statement.

The vinyl acetate division, Kuraray's largest revenue contributor, saw operating income tumble 31.9 percent to 29.9 billion yen despite maintaining sales of 202.9 billion yen. The segment includes the company's EVAL barrier resins used in food packaging and automotive fuel tanks, as well as polyvinyl alcohol (PVOH) resins with rubber-like properties for industrial applications.

Kuraray's isoprene chemicals and elastomers business, which produces synthetic rubber compounds, showed signs of recovery with operating losses narrowing to 1.3 billion yen from 4.0 billion yen a year earlier. Sales volumes increased as demand remained firm, particularly in Europe and the United States, whilst operations at the company's Thai manufacturing base stabilised.

However, the broader economic malaise weighed heavily on performance. Rising natural gas costs in the US and Europe - key raw materials for rubber production - further squeezed margins. US natural gas prices averaged USD 3.69 per MMBtu compared with USD 2.21 a year earlier, whilst European gas costs climbed to 41 euros per MWh from 30 euros.

The disappointing first-half results prompted Kuraray to revise down its full-year operating income forecast to 75.0 billion yen from an earlier projection of 90.0 billion yen, though it maintained its annual dividend at 54 yen per share.

Chief Financial Officer Hitoshi Kawamura highlighted inventory valuation differences as a significant drag on earnings, particularly affecting the company's rubber and polymer segments, where raw material price volatility has been pronounced.

Looking ahead, Kuraray expects second-half performance to improve, with operating income projected at 48.7 billion yen compared with 26.3 billion yen in the first half. The company is banking on a gradual recovery in European demand and the benefits of recent capacity optimisations.

The firm is also pursuing strategic shifts in its portfolio, including plans to expand its optical-use PVOH film production line and the acquisition of US-based Nelumbo Inc, whilst discontinuing production of certain acrylic polymers and polyester-related products.

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Continental is establishing a groundbreaking industrial process for recycling complex rubber waste through a strategic acquisition of key patents and the launch of a new pilot facility. This initiative, led by its ContiTech division, leverages advanced pyrolysis technology to transform end-of-life rubber products into valuable raw materials, creating a sustainable alternative to fossil resources.

The core of this innovation is a thermal decomposition process where waste rubber is heated in a low-oxygen environment. This breaks the material down into its core chemical constituents, one of which is a high-quality oil with properties mirroring traditional crude oil. This output is particularly significant as it can be directly used in the manufacture of new plastics and rubber goods, effectively closing the material loop.

A major historical obstacle for the industry has been the difficulty of recycling vulcanised rubber, whose altered chemical structure resists conventional separation methods. Pyrolysis successfully circumvents this challenge, cleanly decomposing the material to recover not only oil but also carbon black and other energy sources. The widespread adoption of pyrolysis has been hindered until now by the complexity of purifying its outputs to meet industrial standards. Continental’s new facility, originally developed by British start-up LowSulphurFuels, directly addresses this hurdle with a specialised purification process, making large-scale rubber recycling both technically feasible and economically attractive.

This advancement is especially critical for complex rubber products like composite hoses and specialised seals, which were previously nearly impossible to recycle efficiently. By converting this challenging waste stream into a high-grade resource, Continental is driving progress towards a circular economy. This move also reinforces the company's position as a leader in sustainable innovation, complementing its extensive patent portfolio and ongoing projects focused on material recovery and developing eco-friendly solutions for the automotive and industrial sectors.

Dr Michael Hofmann, Chief Technology Officer, ContiTech, said, “With this technology, we’re closing a crucial gap in the circular materials economy: we’re able to recover high-quality raw materials from rubber waste, which we can then feed back into the chemical material cycle to create new products without relying on crude oil. We’re thus demonstrating how innovation can become the driving force behind sustainable industrial processes – and how a previously untapped raw material cycle can be made economically viable.”

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Following a resolution by its Board of Directors on 29 August 2025, Zeon Corporation has formally revised the total investment for its upcoming cyclo olefin polymer (COP) production plant. The new total investment is now projected to be approximately JPY 78.0 billion (approximately USD 525.70 million), a significant increase from the initial estimate of approximately YEN 70.0 billion (approximately USD 471.77 million) announced in June 2024.

This upward revision is attributed to anticipated increases across key construction areas, including rising costs for labour, raw materials and equipment. The updated financial framework incorporates both confirmed and projected cost escalations to ensure accurate budgeting. Zeon Corporation intends to fund the entire investment through a combination of internally generated capital and loans from financial institutions.

The new facility remains on schedule for completion in the first half of fiscal year 2028. Due to this timeline, the substantial investment is not expected to materially affect the company's consolidated financial results for the fiscal year ending 31 March 2026. The project is a central pillar of the company’s medium-term business strategy, identified as a major future growth driver.

The decision to proceed with the plant underscores the strong market outlook for Zeon’s cyclo olefin polymers. These advanced materials are prized for their superior optical clarity, extremely low water absorption and high purity. While already established in applications like optical films and lenses, demand is growing rapidly from the medical and semiconductor industries. By expanding its production capacity, Zeon aims to capitalise on this robust and expanding demand, thereby strengthening its market position and enhancing its corporate value over the medium to long term.

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In a move to ensure operational continuity, Kraton Corporation has finalised service agreements with International Paper for its Savannah, Georgia facility. As a leading global producer of specialty polymers and biobased pine chemical products, Kraton will continue to receive essential site services from International Paper, a leader in sustainable packaging. This arrangement guarantees an uninterrupted production and supply of critical pine chemicals for the global market.

The agreements solidify both companies' shared commitment to reinforcing the pine chemicals value chain and providing reliable service to their customers. For Kraton, this partnership provides stability as it makes strategic infrastructure investments at the Savannah plant. These planned upgrades are designed to facilitate the site's long-term independent operations, supporting Kraton’s broader focus on business resilience and future growth. This initiative reinforces Kraton's position as a global leader in delivering high-performance, sustainable, bio-based solutions.

Minco van Breevoort, President, Kraton Pine Chemicals, said, “Securing this agreement reinforces our unwavering commitment to our customers and the pine chemicals industry. It’s business as usual. Our teams are fully aligned to ensure reliable operations, and this agreement provides continuity of supply to pine chemical markets as we invest in our long-term capabilities.”

Chris Roeder, Vice President and General Manager, Pine Chemicals and Low Carbon Solutions, International Paper, said, “We are pleased to renew and extend our partnership with Kraton. This arrangement confirms our long-standing relationship with Kraton and our commitment to being a reliable, long-term partner to Kraton and participant in the pine chemicals markets for years to come.”

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Despite decades of presence and proven sustainability benefits, the global truck tyre retreading industry remains mired in perception problems and systemic inertia. As raw material costs rise and environmental pressures mount, retreading should be a no-brainer. Yet, it continues to be sidelined by outdated mindsets, customer ignorance and a lack of cohesive industry messaging. Tirecore CEO Garry Drisdelle, in a candid interview with Tyre Trends, paints a picture of a sector at risk – not because it lacks value, but because it has failed to communicate it. The stakes, he warns, are too high for complacency.

Despite decades of existence, the retreading industry still wrestles with fundamental challenges across the world – not least the stubborn perception among customers and stakeholders about the true value of retreaded truck tyres. Tirecore Chief Executive Officer Garry Drisdelle pulls no punches in diagnosing the sector’s issues and outlining the uphill battle ahead.

Speaking to Tyre Trends, he said, “Tirecore is primarily a supplier of quality truck tyre casings to the retread industry. But while retreading should logically form the cornerstone of sustainable tyre use, the industry remains far from mainstream acceptance.”

“Educating the customers really as to how much upcycling, how much can we save – it’s beyond the pennies or pounds you save on the initial purchase,” Drisdelle said. Yet, frustratingly, many customers remain fixated on upfront costs instead of the total lifecycle value of a tyre.

This fixation, he implies, represents a systemic failure within the industry. “The industry has to do a better job towards educating the consumers, which primarily are fleet owners, beyond the initial purchase,” said Drisdelle. The inability to shift consumer mindset threatens to leave retreading as a niche rather than a necessity.

Tirecore positions itself primarily as a global supplier of high-quality truck tyre casings to the retread industry, operating across markets that include the United States, Canada and India. Rather than manufacturing or retreading tyres directly, the company serves as a critical node in the circular economy of commercial tyres, ensuring that valuable casings find extended life through retreading.

“We are in the business of preserving 85 percent of the tyre components existing material’s value saving valuable resources,” said Drisdelle.

The company’s operational model is rooted in the principle of upcycling over replacement, focusing on longevity and material reuse rather than disposability. While Tirecore’s precise logistical affiliations remain unspecified, its strategic direction is clearly aimed at aligning with sustainability mandates and evolving global market demands.

DISPOSABLE TREATMENT

Drisdelle highlights a critical contradiction. Tyres are one of the most safety-critical components on the road, yet they are taken for granted at a staggering scale. “Picture a truck is rolling down the highway at 100km/h pulling 20,000 kilogrammes of freight, riding on just 6-8-10 rolling rubber contact points. Tyres are one of the most critical transportation components, yet we treat them like disposable goods. How taken for granted is that product?”

Even as raw material prices surge and truck tyre costs climb, the entrenched perception treats tyres as disposable consumables. “We need to reframe the conversation – a tyre should be seen as an asset and not a consumable,” Drisdelle emphasises.

This disconnect reveals deeper issues prevalent within the industry. Retreading has not been effectively communicated as a financial and environmental beneficial in the long tome. Moreover, legislative inconsistency and lack of incentives for the industry as a whole is a deterrent that needs to be addressed immediately.

Drisdelle insists that retreading should be the environmental rallying point for the sector. “We have 85 percent of the material in the original product that is quite capable of being reprocessed and upcycled many times,” he said.

He contrasts upcycling favourably with recycling, which he argues requires more energy and effort than the original production process, especially in plastics and other materials: “By the time you just recycle something, the energy to recycle it is more than the process.”

Yet these arguments come with an implicit critique that the industry has failed to effectively translate this environmental rationale into a compelling value proposition for customers and regulators alike.

LEGISLATIVE MOMENTUM

Drisdelle points to potential legislation requiring truck tyres to be recyclable or retreadable as a possible catalyst for change. “Picture if legislation comes out that you’re not allowed to sell truck tyres unless they’re recyclable from their ingredients unless they’re retreadable,” he noted.

However, he quickly tempers this with realism stating, “We can never get to zero. That’s a cool little marketing thing but it’s an impossibility in the world of physics and science.”

This admission highlights the gap between aspirational sustainability goals and practical realities, a gap that leaves retreading vulnerable to accusations of greenwashing or insufficient progress.

ADAPT OR STAGNATE

Looking to the future, Drisdelle’s plan is pragmatic but cautious. “Our future plans are to keep up with the market demand, to evolve as the market evolves. Pivot and prosper,” he said.

Such a measured approach reflects the uncertainty and fragmentation within the industry. The promise of retreading remains strong, but without decisive action on education, regulation and innovation, the sector risks losing ground to cheaper, new tyres or alternative technologies.

The recurring theme throughout Drisdelle’s commentary is education, or rather, the lack of it. “The education of the fleet owners is primary to everything. The education of the industry to build a better tyre is somewhat secondary,” he stated.

This stark admission speaks volumes. Despite retreading’s environmental and economic advantages, a fundamental communication failure continues to hobble the industry.

Drisdelle points out the irony stating, “Without a widespread cultural shift in perception, retreading will struggle to move beyond a cost-saving niche for price-sensitive fleets to a mainstream standard.”

Drisdelle’s blunt assessment of the retread industry reveals a sector caught between its potential and its persistent shortcomings. Tirecore’s role as a global supplier to retreaders is clear but the wider challenge remains.

Without significant progress on education and regulatory backing, the retread industry risks remaining on the margins, overshadowed by the convenience of new tyres and the pressures of market inertia.

Retreading’s promise is substantial. But, as Drisdelle’s comments underscore, fulfilling that promise demands a candid reckoning with the industry’s educational failures and a relentless push for change or face stagnation in a rapidly evolving tyre market. n

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