What may change and what may not
It is impossible to predict in advance which changes will stick, and how much and to what extent our lives will change, but it is safe to say that the changes that will persist are those that make our lives safer, healthier, and more efficient.
Mask wearing may be the most visible change that persists, and not just cheap surgical masks or bandanas. In many big, design-conscious cities the mask is already becoming more a fashion statement, a new feature of the personal decoration of city life that permeates these places. Masks may become walking billboards for commercial ads or political statements. Masks, visors and facial protection will be integrated into the uniforms of public workers, delivery people, police, firefighters, and security guards.
All public places – schools, theaters, shopping malls offices and mass transit will be reconfigured for physical distancing. Restaurants, cafes and gymnasiums, those that survive the pandemic, will have fewer patrons, as their tables and equipment will have been designed for physical distancing. Attendees of at large venues, such as sports venues, may continue to be subjected to have their temperatures checked.
The way we worked by going to the “office” has changed and many will continue working from home. This means reduced need for large office buildings. Still, growing urbanisation will continue. In the past, urbanisation has overcome the devastating Black Plagues, cholera and even the recent Spanish Flu which killed as many as 50 million people worldwide between 1918 and 1920. Each and every time, the economic power of cities — their ability to foster innovation and productivity by pulling together the talent of workers — has been more than enough to offset the destructive power of infectious disease. However, the current digital era may achieve similar outcomes without people clustered together in an urban setting.
On an individual consumer level, more shopping will move to online transactions with courier services delivering goods – so, brick-and-mortar shopping venues will see reduced business.
The pandemic has had a swift and severe impact on the globally integrated automotive industry and has placed intense pressure on an industry already coping with a downshift in global demand as well as the cost of shifting towards electrification. So, look for a changed industry with increased merger & acquisition activity.
So, change is here to stay, and businesses need to pay special attention to signals being sent by consumers’ changing behavior.
Anyway, when the pandemic and all its related crises finally ebb and we are on the road to recovery in a few months or a couple of years from now, we will have the opportunity to look back and see what has changed!
Nokian Tyres Posts Sharp Profit Recovery As Romanian Expansion And Premium Strategy Drive Growth
- By Sharad Matade
- July 21, 2026
Nokian Tyres delivered a sharp improvement in second-quarter profitability as higher sales volumes, stronger pricing and lower manufacturing costs boosted earnings, while the company said it is entering a new phase focused on profitable growth after completing its major investment programme.
Net sales rose 10.6 percent year on year to €379.9 million in the April–June quarter, while operating profit more than doubled to €34.8 million from €14.8 million. Segment operating profit increased 71 percent to €45 million, driven by higher sales and improved manufacturing efficiency.
For the first six months of 2026, revenue increased 7.6 percent to €659.6 million, while segment operating profit climbed to €40.7million, more than five times the €7.8 million reported a year earlier. Operating profit returned to positive territory at €17 million, compared with a loss of €21.1 million in the first half of 2025.
"We delivered a strong quarter in line with our strategic ambition," said Paolo Pompei, President and Chief Executive. "Operating profit increased by 136 percent, driven by higher sales volumes and enhanced pricing."
Passenger car tyres lead recovery
The Passenger Car Tyres business remained the principal growth engine, with quarterly sales increasing 13.9 percent to €235 million, while segment operating profit more than doubled to €35.5 million. Heavy Tyres also returned to growth, posting a 10.4 percent increase in sales, although profitability at retail chain Vianor remained under pressure from cost inflation and seasonal factors.
Chief financial officer Timo Koponen said higher sales volumes remained the largest driver of earnings improvement.
"The Passenger Car Tyres continued their very strong performance also in Q2," he said, adding that the business had benefited from improved pricing, a richer product mix and lower raw material costs.
Management also highlighted six consecutive quarters of positive price and mix development, reflecting its strategy of moving further into premium products and larger rim-size tyres.
Romania becomes a strategic growth engine
Nokian Tyres said its new manufacturing facility in Romania is performing ahead of plan and is playing a key role in rebuilding capacity following the exit from Russia.
Sales in Central and Southern Europe rose 31.3 percent during the quarter, supported by higher production from the Romanian plant. "Everything is developing in this area according to plan," Pompei told analysts, referring to the Romanian factory.
He added that the new manufacturing footprint, together with recently launched products, was enabling the company to regain market share.
"We lost a significant amount of sales when we couldn't leverage our manufacturing facility in Russia at the end of 2022. Now, obviously, we are approaching the market with a new spirit, regaining market share in all the key markets where we believe we can be successful."
The company said contract manufacturing would continue to account for around 10 percent of total production, allowing it to focus internal capacity on strategically important products.
Investment phase winds down
Having invested heavily over recent years to rebuild its manufacturing network, Nokian Tyres is now shifting its attention towards cash generation and returns.
Capital expenditure in the first half fell to €24.5 million, compared with €89.7 million a year earlier. The company expects full-year capital expenditure to remain below €100 million, substantially lower than previous years.
"Following the successful completion of our major investment phase, capital expenditure will be somewhat lower this year than in the previous year," Pompei said.
Koponen said lower capital expenditure and stronger earnings had improved free cash flow, although higher receivables linked to increased sales continued to weigh on working capital. He added that net debt declined by €49m during the quarter while liquidity remained strong.
Premium positioning remains central
Nokian Tyres continues to focus on premium products rather than competing in lower-priced market segments.
The company said all-season tyres continued to outperform the broader market, while its flagship Hakkapeliitta 01 winter tyre had received a positive customer response.
Pompei said the strategy remains centred on strengthening brand equity and improving margins.
"We keep pushing our premium positioning, strengthening our brand through strong marketing investments, new products, and, in particular, better prices," he said.
Outlook unchanged despite uncertainty
Nokian Tyres maintained its full-year guidance, forecasting revenue growth in 2026 and a segment operating margin of 8–10 percent.
While management expects replacement tyre demand to remain broadly stable, it acknowledged that geopolitical tensions, tariffs and raw material price volatility continue to create uncertainty.
"We continue to focus on executing our strategy, strengthening our premium positioning, and improving profitability," Pompei said. "While there is still work ahead, we are on the right path to deliver profitable growth and create long-term value for all our stakeholders."
Yokohama Mourns Death Of Long-Serving Motorsport Manager Simon Clarke
- By TT News
- July 21, 2026
Yokohama has announced the death of Simon Clarke, its Motorsport and Technical Manager, who was killed in a motorcycle collision on 12 July.
Clarke, who joined Yokohama HPT in 1993, spent more than three decades with the company and became a key member of its UK and European motorsport operations. He played a leading role in numerous domestic and international race series, while also supporting major European motorsport events at the request of Yokohama's global headquarters.
In addition to his motorsport responsibilities, Clarke led tyre development programmes for UK vehicle manufacturers. He also served as chairman of the Motorsport UK Production Tyre Panel and held a certified Claims Adjuster licence.
Yokohama said Clarke was a respected colleague and close friend to many across its UK business, the wider Yokohama organisation and the tyre and motorsport industries.
Outside work, Clarke was described as a devoted family man who enjoyed travelling and spending time with friends.
"Simon will be deeply missed by everyone who had the privilege of knowing him," the company said.
Yokohama extended its condolences to Clarke's family
AZuR Partner NEW LIFE Enters Federal Registry Of Sustainability Education Leaders
- By TT News
- July 18, 2026
AZuR partner NEW LIFE has secured official recognition for its educational initiative, NEW LIFE macht Schule (NEW LIFE Makes School), following its inclusion in the national ESD (Education for Sustainable Development) actor index curated by the Federal Ministry of Education and Research and the German UNESCO Commission. This distinction positions the programme among Germany's prominent contributors to Education for Sustainable Development, underscoring its role in cultivating responsible environmental stewardship among younger generations.
Through a complimentary educational offering, the initiative bridges theory and practice by introducing students and trainees to the mechanics of circular economy models, resource efficiency and sustainable corporate conduct. Using tangible examples from mechanical tyre recycling, the programme illustrates how secondary raw materials directly support climate action and resource preservation while also highlighting the commercial and societal advantages inherent in circular systems.
Educators are equipped with an array of no-cost tools, including digital learning modules, project blueprints and vocational case studies tailored for trades such as landscaping, roofing, carpentry, administrative services and soon agriculture. The curriculum prioritises circular economy principles, secondary material flows, climate protection and judicious resource usage, with the aim of nurturing systemic thinking and empowering learners to devise and implement sustainable strategies in their future professions.
For AZuR, this achievement reinforces the conviction that educational institutions play a pivotal role in driving the transition to a circular economy. The recognition not only elevates the profile of NEW LIFE macht Schule among schools and educational bodies but also strengthens AZuR's ongoing commitment to advancing tyre circularity awareness in collaboration with the initiative.
Bridgestone Champions Programme Completes Fourth Successful Year With Industry-Wide Participation
- By TT News
- July 18, 2026
Bridgestone has expanded its long-term strategy of cultivating skilled professionals within the automotive aftermarket, with the fourth iteration of its development course drawing to a successful close. The programme, which unfolded over three intensive days, reaffirmed the manufacturer’s broader mission to fortify customer partnerships through hands-on education rather than passive instruction.
The latest cohort brought together a dozen delegates from major retail chains and wholesale operations, including Merityre, Tanvic Tyres, ETS and GT Wholesale. Known as the Bridgestone Champions initiative, the course has steadily matured into a flagship offering that transforms external partners into internal advocates, a role that participants are expected to carry forward within their home organisations long after the final session.
A dual-focused syllabus drove the experience, beginning with soft-skills development in areas such as retail marketing, telephone protocols, in-person sales negotiation and client relationship cultivation. The second half pivoted towards hard technical competencies, with considerable time devoted to the evolving ecosystem of mobility, including electric drivetrains and next-generation diagnostic methodologies. The final day relocated to the Delphi Academy in Warwick, a premier IMI-accredited facility, where delegates engaged with advanced hybrid systems and cutting-edge testing equipment under the guidance of sector specialists.
Senior Trade Marketing Manager for the North Region, Mark Fereday, positioned the curriculum as a forward-looking investment, stressing that the goal extends well beyond product familiarity. He pointed to the Warwick visit as a critical moment that exposed attendees to expertise rarely available in conventional retail settings while emphasising that ongoing upskilling remains non-negotiable as vehicle architectures grow more complex. Merityre’s Dan Mould characterised the week as exceptionally constructive, confirming that internal knowledge-sharing sessions are already being planned to elevate his team’s service standards. Similarly, ETS reception staff member Joanne Harrod noted that the technical insights gained would directly inform her daily customer consultations, enabling more precise tyre and service recommendations tailored to individual motoring habits.
Beyond the formal curriculum, the gathering fostered unexpected levels of peer-to-peer exchange, with competitors setting aside commercial rivalries to discuss operational challenges and successful tactics. Bridgestone has already confirmed that two further editions will run in the third and fourth quarters of 2026, maintaining the same structure and ensuring that a broader cross-section of the retail network can participate before the year ends.
Fereday said, “What always stands out is the collaboration. Despite representing different networks and businesses, there is a real willingness among everyone to learn from one another and share ideas. That spirit of togetherness is one of the reasons the programme has been such a success over the past four years.”
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