Rubber certainly has its role to play in forest landscapes across the world, with natural rubber plantations having risen as a substantial basis of deforestation. One element that addresses deforestation concerns is the correct certification of rubber – be it natural or synthetic. International Sustainability & Carbon Certification (ISCC), a globally leading certification system, works with the objective of providing sustainability solutions for fully traceable and deforestation-free supply chains, inter alia involving the rubber industry. ISCC was one of the presenters at the Tire Technology Expo 2022 at Hannover, Germany, and Dr Jan M Henke, Director, ISCC, threw light on the nitty-gritty of certifications in the rubber industry, their clients in the tyre and rubber industry and more, in an interaction with Tyre Trends.

Can you tell us about your global sustainability scheme?
Our global sustainability and carbon certification scheme has certified companies in more than 100 countries. We certify entire supply chains from farms to plantations and forestry, and also the point of origin of waste and residues, biogenic and fossil waste. This is also covering rubber and natural rubber. Moreover, we cover biogenic waste and residues, including fossil waste, like carbon black, which is, again, used in the rubber industry. We also certify pyrolysis, where recycled mixed plastic waste can help produce synthetic rubber out of the pyrolysis oil. And we certify the entire supply chain, sustainability of raw material.

What is Meo’s role?
Meo initiated ISCC in a multi-stakeholder process a long time ago. It once was a Meo project and went on to become an operations and certification scheme. It was even recognised by the European Commission and some other authorities. It later got segregated from Meo, and ISCC is governed by the ISCC Association with more than 200 members.

So, what role does Meo play in this in case of certification?
Certification is always by independent, third-party certification bodies. ISCC is the standard development. Today’s ISCC was once a project of Meo. It then went on to become independent and operational, and was no longer a project but an individual entity running and further developing and improving the certification scheme.

The operations of the certification system, database, registration, qualification, training programme, integrity programme, the website and all the day-to-day business is done by ISCC. We are currently incorporating 45 certification bodies that are actually doing the on-site audits based on the ISCC standard.

Is ISCC recognised by the European Union?
Yes, it is being used in many sectors, like in bio energy, bio fuel, renewable transport fuels etc. In fact, ISCC is also recognised by the European Commission and by companies based on their sustainability standards and different industry initiatives.

Hence, ISCC is active on a really broad scale, covering different types of raw materials, natural rubber being one of them. We are also covering waste and residues for pyrolysis and their outputs. We then go to all the different end markets, which can be polymers, rubber, tyres, packaging, all types of plastic products, bio energy or any type of renewable fuels, aviation fuels, maritime fuels etc. This is global and is being used in more than 100 countries.

Tyre companies are talking about sustainability, but the larger part of the industry is of small stakeholders, especially in the natural rubber segment, where traceability and accountability are the main issues. How do you see this?
That’s a big challenge, especially in rubber production. At the cultivation level, there are a lot of small holders. There also exist large plantations that are easier to implement and certify. However, it’s definitely a bigger challenge with the small holders; it always depends on how well they are organised, whether there are certain structures, cooperatives or some central units.

Can you tell us about the certification of natural rubber?
The certification of natural rubber is definitely possible. Palm oil is maybe another example where the setup is quite similar sometimes. Also, with respect to the small holders, sometimes the companies are the same. Furthermore, we are very active in the palm oil sector with ISCC. We now also see a demand for natural rubber sustainability certification.

Is there a different process for getting certified in the rubber industry or is it a standard process?
It’s a standard process. It works on plantation. In fact, it works more or less the same as for palm plantations. But you certainly need to make sure that all the small holders reach a certain level, which is difficult. So starting out, bigger plantations may be easier because it’s easier for them to properly prepare for the certification audits. And then, you need to involve more farmers, step by step.

Who decides the standard process to get the certifications?
ISCC develops the standards and the requirements in the multi-stakeholder process. It then comes down to a company saying that it wants to become certified, use ISCC and also make certain claims and communications to its customers and stakeholders. They then reach out to a certification body, that is cooperating with ISCC. Following this, the certification body will do the audit on site – the third-party auditor will also make a decision on the issuance of the certificate.

Can tyre manufacturers get different certifications? For instance, one for natural rubber and another one for synthetic rubber? Or do they get one for all?
If tyre manufacturers source raw material for manufacturing from natural rubber but also synthetic rubber and everything under ISCC, then it’s one audit. Then the auditor would look into aspects of the volume of natural rubber being used that has been certified, although upstream. If one buys from certified suppliers and if the same auditors check, then aspects like the share of the certified synthetic rubber being used, the share of carbon black, etc. are taken into account. And finally, everything can be put together and a certain claim can be made.

Can tyre companies get a separate certificate for natural rubber?
Yes, they can. They can have separate certificates for natural and synthetic rubber both, or even of everything together. As for the final tyre, let’s say, if it’s 20 percent natural rubber and 20 percent synthetic rubber (40 percent of the tyre), then they can make certain sustainability claims on use of sustainable, circular materials etc.

What is the value of a certification?
It’s no deforestation – that’s key when it comes to natural rubber. When you certify, ‘no deforestation’ is the core requirement and deforestation is not allowed under ISCC. It is about additional environmental and social human rights criteria. This fits fine in this part of ISCC’s sustainability standard. And then it’s certainly about traceability in the supply chain, all the way in the end to the final tyre. And if this is established, then you can certainly make claims about the rubber or the final tyre, saying that it has been sustainably produced, based on sustainably sourced raw materials etc.

Plus, if you do this in a smart way, then you can actually cover the natural and synthetic rubber. Natural rubber and synthetic rubber are both very important parts of the final tyre. Both can be covered under ISCC.

Deforestation is a big issue, mainly in Southeast Asian and African countries. How difficult is it to keep an eye on that?
It’s not always easy to handle. Deforestation is not allowed under ISCC; there is a cut-off date of January 2008. If there was deforestation after January 2008, one cannot become certified. However, replanting or a change from palm to rubber is not considered as deforestation.

For example, if you have a palm plantation and if you cut it and plant rubber after 25 years, then that’s not deforestation. That’s just normal replanting.

Also, ISCC is certainly doing assessments, supported by remote sensing. Our core principle is no deforestation, which is very important to ISCC and its stakeholders. ISCC is not just us doing the operations in Cologne; there’s the ISCC Association for the multi-stakeholder dialogue. It has over 200 members from entire supply chains, industries, plantation companies, mineral oil, chemical companies, converters etc. We also have research organisations from different regions involved. In fact, also a number of non-governmental organisations are members of the ISCC Association.

The association meets annually and makes important strategic decisions and elects the ISCC Board. Due to the representation of the research sector and non-governmental organisations, there is quite a good balance of what people want and further development.

Can you tell us about the commercial benefits involved in having a certification?
There is a big value in it. It reduces sustainability risks for companies, helps to establish monitoring, protects the license to operate and has commercial value. For example, the OEMs ask for more sustainable products or lower greenhouse gas emissions. They all have climate neutrality commitments in place and need to start delivering step-by-step now; they need to show what are the activities that they are engaged in and how those improve sustainability in the overall supply chain. Here, ISCC certification can be used.

How do you maintain transparency in certification as a third party?
There is an annual audit. The certificate is valid for one year and then there is a re-certification. The company needs to provide evidence in every re-certification that the rules are being followed. And if they are not, a renewal of the certificates is not possible.

We certainly have quality management and training for companies and the auditors as well, who conduct on-site audits. What’s more, we have our own integrity programmes, where we send out our own auditors. These auditors work for ISCC and double-check the performance of the companies and the work of third-party auditors. Therefore, this integrity programme is key. We have the website where all the certificates are being published and the entire standard is public.

Do you help companies improve their sustainability supply chain?
No, we don’t consult. At ISCC, we are not involved in supporting the companies in order to improve. We have the standard and we conduct the training for companies. The preparation for the audit is not where ISCC is involved; it’s independent from that type of work. And the certification bodies are not allowed to consult in parallel either. ISCC is the independent standard that is used to certify that companies fulfil the sustainability requirements.

What are the other segments that you cover in the tyre industry?
It’s the entire supply chain. Petrochemical industries, tyre manufacturers etc. can all be covered. This also includes everything from plantations to the end product in the tyre industry.

Which is the easiest and the toughest one to certify?
All elements of the supply chain need to be covered.

This can sometimes be a challenge in the beginning, so as to convince your suppliers and also get certified. But, in truth, we have more than 6,000 certificates under ISCC. So there are already a lot of players that have valid certificates, and now this is starting to move into the space of rubber and tyre manufacturers.

Can you tell us about your clients in the rubber and tyre industry?
We have requests from many tyre producers right now. Some producers are certified already. Plus, we have requests for carbon black and first requests for natural rubber. We see the number of requests increasing, and we do have first certificates and first registrations from tyre producers. So we expect this to rise further as the industry needs to show compliance with their sustainability and climate neutrality commitments.

We see the entire tyre industry now targeting sustainability. So how do you find more opportunities and what’s your plan to get more client support?
ISCC started to get really further engaged in the rubber and tyre industry about a year ago; the industry has started understanding the standards, participating in ISCC trainings, joining our stakeholder events etc. Therefore, step by step, they got to know ISCC better and what it could do for them. They have now even started to get involved and do certifications, including reaching out all the way to the cultivation of natural rubber.

Are you going to focus on the Asian market?
Yes. In fact, we already have a few hundred certificates in Malaysia, Indonesia and other countries in the region. These markets are truly important. Our other key markets are North America and Europe, while we are also active in Africa and South America.

We are, eventually, trying to do more and convince people to become certified, show compliance to sustainability requirements, engage in a continuous improvement approach to become more sustainable and then allow manufacturers to really make claims.  

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Nexion Group has inaugurated a state-of-the-art, sustainable logistics hub in Prato di Correggio, Italy. This facility, serving the Group's portfolio of brands including Corghi, HPA-Faip, Mondolfo Ferro, Teco, Sice, Autopstenhoj, Sherpa and Bright, is a strategic investment designed to support future growth and market demands through advanced automation and artificial intelligence.

The hub is a highly automated, fully digitalised operation that functions around the clock. Its core is a high-capacity vertical warehouse, utilising over 2.2 kilometres of racking systems that reach 11.7 metres in height across seven levels. This design, spanning a total of 22,000 square metres and offering 7,600 pallet positions, maximises vertical space to handle large volumes and a diverse product range. Logistics are managed by laser-guided vehicles and intelligent software algorithms, which optimise material flows, minimise errors and significantly reduce order fulfilment times. The entire process features automated identification and labelling systems, with real-time monitoring ensuring full traceability, operational accuracy and the reliable handling of complex or oversized items.

A cornerstone of the project is its commitment to environmental sustainability. The hub is equipped with a 1.1 MW photovoltaic system that fully meets the facility's energy needs and contributes substantially to the power requirements of the adjacent metal fabrication plant, thereby reducing the overall environmental impact of Nexion's operations.

This next-generation infrastructure enhances the Group's ability to provide fast, accurate and reliable service. By optimising warehousing and distribution, it strengthens Nexion's regional presence and underscores a firm commitment to integrating industrial development with technological innovation and environmental responsibility, paving the way for a more advanced and service-oriented logistics model.

Giulio Corghi, President, Nexion Group, said, “The new logistics hub in Prato di Correggio represents a concrete step in Nexion industrial evolution. We have invested in a sustainable, intelligent and highly automated facility designed to improve logistics service quality and strongly support the Group’s future growth while guaranteeing the highest safety standards for our employees and playing an active role in the ecological transition.”

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Comerio Ercole has achieved a significant international milestone by securing the ‘Italian Company of the Year – Manufacturing’ title at the ACQ5 Global Awards 2026. This honour, conferred by a globally respected M&A magazine, recognises exceptional commercial performance and innovation on the world stage. The award is particularly meaningful as it results from a rigorous peer-driven nomination and voting process, establishing it as a credible benchmark for excellence. For Comerio Ercole, this accolade validates over 140 years of dedication to industrial reliability, quality and technological advancement in specialised calendering and mixing solutions, blending traditional engineering with modern innovation.

Concurrent with this recognition, the company is aggressively pursuing a strategy of global engagement and visibility in 2026. A key component of this strategy involves participation in major international trade shows, including several first-time appearances, to connect with new audiences and strengthen existing partnerships. This direct market engagement supports the company's international expansion and allows it to showcase its expertise while understanding regional industry demands. The upcoming Tire Technology Expo 2026 in Hannover, Germany, from 3–5 March, stands as a prime example. At this leading industry gathering, Comerio Ercole will occupy Stand 8006 in Hall 21 to present its latest advancements in rubber calendering, automated production systems and sustainable manufacturing solutions tailored for the tyre and rubber sectors.

Integral to these presentations will be the company's evolving focus on digitalisation and artificial intelligence. Attendees will be introduced to a suite of AI-based tools, including MINERV-AI, which is designed to digitally capture, structure and automate critical industrial procedures related to work, maintenance, quality and safety. This technology aims to preserve valuable operational know-how and enhance overall efficiency. The inclusion of such smart tools underscores Comerio Ercole’s commitment to merging its deep engineering heritage with cutting-edge digital solutions, offering clients future-oriented capabilities that boost productivity and process reliability.

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Goodyear Tire & Rubber Company reported a marked improvement in fourth-quarter profitability, as restructuring benefits and favourable pricing offset weaker demand and persistent cost pressures across global tyre markets.

The US-based group said fourth-quarter net sales were USD 4.9 billion, slightly lower than a year earlier, while tyre unit volumes fell to 42.3  million. Net income rose to USD 105 million, or USD 0.36 a share, compared with USD 73 million, or USD 0.25 a share, in the same period last year. Adjusted net income was USD 113 million, marginally ahead of the prior year, with adjusted earnings per share of USD 0.39.

The company said the quarter delivered its highest segment operating income and margin in more than seven years, reflecting progress under its Goodyear Forward transformation programme.

“We delivered another strong quarter, driven by execution of our Goodyear Forward plan,” said Mark Stewart, Chief Executive and President. “While we continue to face challenging industry conditions in the first quarter, we are operating with greater focus and discipline on the elements within our control.”

Total segment operating income in the quarter rose to USD 416 million, from USD 382 million a year earlier. On an organic basis, excluding the impact of divestitures, segment operating income increased 18 percent, supported by restructuring benefits of USD 192 million and favourable price and mix compared with raw material costs. These gains were partly offset by inflation, tariffs and other cost pressures, as well as lower volumes.

Goodyear Forward has now generated USD 1.25 billion of cumulative segment operating income benefits since its launch, exceeding the programme’s original commitment by about USD 150 million. By the end of 2025, the company had reached a USD 1.5 billion run-rate over the two-year programme.

During 2025, Goodyear also generated USD 2.3 billion from divestitures and other asset sales, including the disposal of its chemical and off-the-road tyre businesses and the Dunlop brand. The company said the proceeds were used primarily to reduce debt, exceeding its asset sale target by about USD 300 million.

For the full year, Goodyear reported net sales of USD 18.3 billion, with tyre unit volumes of 158.7m. The company recorded a net loss of USD 1.7 billion, or USD 5.99 a share, compared with net income of USD 46m a year earlier. The loss reflected several significant non-cash items, including a USD 1.5 billion deferred tax asset valuation allowance and a USD 674 million goodwill impairment charge. Adjusted net income for the year was USD 136 million, down from USD 278 million in 2024, with adjusted earnings per share of USD 0.47.

Segment operating income for the year totalled USD 1.1 billion, down from USD 1.3 billion a year earlier. Excluding divested businesses, segment operating income declined by USD 170m, reflecting lower volumes amid continued weakness in the commercial tyre market and tariff-related pressures. These effects were partly offset by restructuring benefits of USD 772 million and modest gains from price and mix.

Regional performance remained mixed. In the Americas, fourth-quarter net sales slipped slightly as volumes declined, reflecting high channel inventories of imported tyres and weaker original equipment production. Europe, the Middle East and Africa recorded higher sales, supported by pricing and currency effects, with original equipment volumes rising sharply. Asia-Pacific results declined, largely due to the sale of the off-the-road tyre business, although underlying margins improved once divestment effects were excluded.

Looking ahead, management said industry conditions were expected to remain difficult in the near term, particularly in the commercial segment. The company said it would continue to focus on cost control, pricing discipline and execution of its transformation plan to navigate the current environment.

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NEXEN TIRE has reported record annual revenue for 2025, supported by higher output from its expanded European plant and stronger regional distribution.

The South Korean tyre maker said preliminary revenue rose to around USD 2.2 billion , with operating profit of USD 117 million. The company first surpassed USD 1.4 billion in annual sales in 2019 and has now exceeded USD 2 billion for the first time, despite a volatile global trading environment.

Sales growth was driven largely by the second phase of the European plant expansion, which increased capacity and supported volumes amid trade uncertainty, including the impact of US tariffs. The company said it pursued both volume and quality growth by strengthening competitiveness across its core businesses.

In original equipment, Nexen Tire continued to expand supplies to more than 30 global carmakers, offering products for electric vehicles and internal combustion engine models. Replacement tyre sales grew steadily, supported by region-specific product strategies.

US tariffs had a limited effect on profitability, the company said. While policy uncertainty weighed on demand, Nexen mitigated the impact by diversifying distribution channels and increasing sales of larger-inch tyres to improve its product mix. Cost efficiency measures, alongside stabilising raw material prices and freight rates, also supported margins.

Alongside its earnings update, the company outlined its strategic priorities. During 2025 it launched its EV ROOT range, designed for use across both electric and conventional vehicles, and expanded original equipment partnerships, including with premium brands. It also established new overseas sales bases to strengthen regional distribution.

Product quality and management practices received external recognition. In the fourth quarter, the company’s N’FERA Sport tyre was runner-up in the tyre category at the New Product Awards at the SEMA Show in the US. Nexen Tire was also named an excellent company for quality competitiveness for the fifth consecutive year at the Korea National Quality Awards and received the Presidential Award at the Labour-Management Culture Awards.

For 2026, the company said it would respond proactively to shifting global trade policies while focusing on strengthening sales capabilities and achieving quality-led growth. Plans include sales-focused marketing to raise brand visibility, closer customer cooperation and further development of replacement tyre sales, building on the reputation of its original equipment products.

Nexen Tire said it would continue to refine its product and distribution mix, accelerate innovation using artificial intelligence and virtual technologies, and expand downstream distribution in key markets.

“Despite growing uncertainty in the global trade environment, we achieved a meaningful milestone by surpassing KRW 3 trillion in annual sales for the first time,” said John Bosco (Hyeon Suk) Kim, Chief Executive of the company. “We will continue to pursue both volume and quality growth by strengthening our product and distribution competitiveness in global markets.”

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