At the end of the day, the most decisive reason for innovation is that on the one hand the customer wants the best in the shortest amount of time and for the lowest price, and on the other hand the manufacturer wants to deliver the equipment as expected while making a profit. Everyone's inputs grow, and we all expect lower outputs. Both parties have fundamentally one thing in common: they want a line with the best parameters and at a good price. For one, it is budget and for the other, profit.

The path is the goal.

A well-prepared journey will help accomplish the goal. The path begins in the preparation and pricing of the project, in the communication of both parties. In modularity, in unification and standardisation. Also, in the use of the right CAD software, PLM system, linking the standing documentation with electrical documentation, with pneumatic documentation, and with hydraulic diagrams. The interconnectedness of PLM, PDM, CRM and ERP is is a necessary basis for success.

But even in this area, there is no need to go into everything headless and at once. Choosing a path is about carefully considering all the steps in assembling an imaginary puzzle. The trajectory in the imaginary pyramid of success does not have to be universal. It must be clearly defined, measurable and strategically defined and based on the vision of advancing society.

Customising incremental sections of a path creates a standard.

There is a lot of talk about I4.0 at the moment and it is being applied a lot. But are we doing it right? Are we following the right procedure?

It is not enough to deploy smart components and collect data from the line, create trends and statistics. Adding a number of sensors to have an almost perfect overview of what is happening on the line, increasing the level of automation and many marketing messages. Yes, marketing is also needed, but with a clear head, because otherwise it will cost us a lot and it will be disproportionate to the amount invested. Alternatively, the return on investment will be long and uninteresting.

FoIA, our company, significantly presents, holds, and understands areas of I4.0. However, it can also apply it correctly. Apply it so that it meets mutual expectations and ensure return on investment.

At the same time, company FoIA learns how to correctly apply the principles of I5.0. How not to create waste neither solid nor social nor urban nor waste from the process. This topic has its author, it is a new concept with fundamental principles so that with I4.0 we do not forget what we produce.

Innovation

As I mentioned, manufacturers of lines and equipment for the rubber industry are under pressure from customers, investors, the industry in which they operate. They are under pressure from new expectations and trends. The effect of this is that, in principle, the production system of semi-finished products for the production of car tyres has not fundamentally changed in recent years. I am not talking about the materials used. I have been working in this industry for 19 years, moving from mechanical design, electrical construction, project management to managerial functions and up to the level of CTO.

I have seen several devices around the world from reputable manufacturers and during my 19 years of experience, as a FoIA representative, I can thoroughly assess that the Tyre Technology Production line has a very conservative approach to new technologies and to changing the principle of thinking.

This is despite the fact that we are inspired by the industries ahead and around us, which are in the context of a huge trend in robotics and automation from other industries much further.

Finding a few trends in production facilities or smart factories or being proud that “we have put a robot on the line” will not make us an innovator.

When creating lines, experience, references and working applications often play a role, and many other aspects that we do not like to interfere with, we are glad that they exist, that it is possible to rely on them.

As manufacturers of machinery and equipment, in addition to our technical knowledge, we must also involve our imagination for non-traditional solutions and the ability to listen to the needs of the end customer.

It is also necessary to take into account the qualitative indicators of the customer. Such as the rolling resistance coefficient of a tyre or the unevenness of tyre wear. Negative parameters can be removed by the concept and functionality of the production line for semi-finished products. It is not correct if only one side deals with the problem of the common product (tyre).

Innovation is evolution.

The advantage of FoIA is an unbiased but experienced view of current solutions, the current process of creating documentation, the current thinking in creating the concept of the production line. The path is different in thinking, in the way of properly investing time in new solutions, effective deployment of R&D capabilities on a strategic path to achieve the goal.

Changing not only the product but also the product creation process. These two parallel branches are so tied that they both must go together like two skis. If one dodges without the other, you will fall. If they go together, they go together safely, correctly, and quickly.

The strategic principle will bring the benefits you expect.

If, as a manufacturer of production lines and equipment, the costs of creating new lines are constantly rising and you are proud of I4.0, innovation, automation and robotics, I dare to say that you do not have the right strategy.

If you, as a manufacturer of car tyres, have increasing cost of purchasing new lines and increasing financial return from them, increasing cost of operation and maintenance, then you do not have the right strategy.

We at FoIA strive to change the way of thinking, to firmly tie the process to products, to apply new trends and to create innovations so that the development of both parties is sustainable and brings the expected effect.

FolA is open to cooperation with machine and equipment manufacturers as well as tyre manufacturers. We can find the right path to the goal that we can determine together. Our job is to find a solution to your company’s product or process problem.

Every cause has a consequence, and every shortcoming has room for innovation.

It is necessary for us to bring new solutions, new technologies and not be afraid to apply and test them. (TT)

PS: After all, even such a multi extruders line is "only" a multi 3D printer…

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Pirelli is set to play a central role as the FIM Superbike World Championship concludes the first half of its season this weekend at Donington Park for the UK Round. Marking the final event before the summer break, the Italian tyre manufacturer has equipped competitors with the softest rear compounds from its 2026 standard range. This selection represents a clear advancement in development from the previous year, when riders were limited exclusively to older specification tyres.

For the premier WorldSBK class, the rear tyre allocation is headlined by the SCQ extrasoft compound, intended primarily for qualifying and the Superpole Race. This option, the softest in Pirelli’s portfolio, has already garnered positive feedback from riders during the Emilia-Romagna Round for its exceptional single-lap pace and consistent performance over a sprint distance. Complementing the SCQ are the SCX supersoft and SC0 soft compounds, while front tyre duties are covered by the standard SC1 soft and SC2 medium solutions, with the softer front being the overwhelming preference of last year’s grid, including triple race winner Toprak Razgatlıoğlu.

The notoriously unpredictable British weather remains a critical variable, with cool morning temperatures and frequent rain showers posing significant challenges for teams. Pirelli’s range has historically demonstrated considerable adaptability across fluctuating track and air temperatures, maintaining reliable grip in both cooler and warmer conditions. To address potential precipitation, the allocation is supplemented by DIABLO Wet intermediate and full DIABLO Rain tyres for both front and rear positions, ensuring competitors have viable options regardless of the elements.

In the supporting categories, WorldSSP riders will retain the SCX and SC0 rear compounds alongside the SC1 and SC2 front options. Meanwhile, the WorldWCR field and the emerging talents of the Yamaha R3 World Cup will also be in action, with both series utilising the Pirelli DIABLO Superbike SC1 tyre on both axles throughout the weekend’s racing programme.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “Donington Park is a very distinctive circuit and, in many respects, a unique venue on the FIM Superbike World Championship calendar. The opening part of the lap features a series of fast, flowing corners taken at high speed and rapid changes of direction that require riders to manage significant power while the bike is still heavily leaned over. This demands tyres capable of delivering outstanding grip, precision and stability while maintaining consistent performance over race distance.

"Compared with last year, when only standard range solutions were available and no development specifications were included, this season, while confirming the same compounds introduced in 2025, we will provide riders with the complete 2026 standard range. The SCQ extrasoft compound will be the softest option in the allocation and can be used not only in free practice and qualifying but also, potentially, in the Superpole Race. For the longer races, riders will be able to rely on the SCX supersoft and, should temperatures be lower, the SC0 soft compound – solutions that have already demonstrated throughout the season an excellent balance between outright performance and consistency, as reflected by the many new records that have been set.

"Finally, the weather, which has historically been unpredictable in the UK, will once again be a key factor. Rain and low temperatures, even in the middle of summer, can have a major influence on tyre management and race strategies. Having a complete and versatile range available will therefore be essential to provide the best possible support in any weather conditions.”

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Sri Trang Group has unveiled a comprehensive organisational strategy centred on its ‘Empowering AI’ mission, designed to integrate artificial intelligence across its operations to boost efficiency and foster long-term sustainability. The initiative was formally announced during the company’s flagship annual gathering, the Sri Trang Town Hall 2026, held at the Four Points by Sheraton Phuket Patong Beach Resort. The event drew over 1,700 participants, including executives such as the Chairman, Group CEO and other board members, alongside employees from domestic and international branches who attended both in person and virtually.

Central to the new vision is the Group’s commitment to leveraging AI and data analytics throughout its entire value chain, supported by a robust Enterprise Data Foundation and an AI Governance framework. These systems are intended to ensure meticulous data management and foster stakeholder confidence. The application of AI is being tailored to optimise specific operational phases, from upstream procurement and production to downstream sales and logistics, aiming for precision in market forecasting, quality control and customer responsiveness.

Parallel to its technological push, Sri Trang is prioritising the development of AI Agents and practical AI Use Cases to accelerate tangible business outcomes. This effort is complemented by a cultural shift towards an ‘AI x Human’ paradigm, preparing the workforce to collaborate effectively with intelligent systems. Concurrently, the Group is reinforcing its dedication to environmental, social and governance principles, focusing on resource efficiency and the management of energy, water, waste and emissions as part of its trajectory towards a Net Zero target.

To support its ESG goals, Sri Trang is enhancing data systems to align with international standards like ISO 14064-1, ensuring accuracy and auditability for better risk management and decision-making. The company is also expanding collaboration with suppliers through its ESG Partner approach to elevate industry standards. This strategic direction underscores Sri Trang Group’s ambition to solidify its status as an innovation-led entity, combining human potential with AI to drive the Thai natural rubber sector towards resilient and sustainable growth on the world stage.

Dr Viyavood Sincharoenkul, Chairman of Sri Trang Group, delivered a keynote address on the vision, stating, “AI will not merely be a tool; it will become part of Sri Trang’s way of working and decision-making. We are building the Sri Trang AI Factory to connect data, technology and people together. AI is not simply a new technology but a major transformation in the way we work and compete in business. As the world accelerates AI adoption, organisations and people that are able to learn, adapt and work effectively with AI will be the ones that gain a competitive advantage and achieve sustainable growth in the future. Our goal is not to have the best AI but to build an organisation where everyone can use AI effectively, supported by trusted data, proper governance and a culture of continuous learning. The success of AI is not measured by the number of systems developed but by the number of people who can work effectively with AI and create value for the organisation.”

Veerasith Sinchareonkul, Group CEO, Sri Trang Group said, “The ‘AI Revolution Without Boundaries’ does not mean bringing in technology to replace our people. Rather, it means using AI to enhance people’s capabilities so that they can work smarter, faster and more efficiently. In essence, the meaning of ‘Empowering AI’ is ‘Empowering People with AI’ empowering our people to grow and move forward through the potential of AI. We believe in the power of collaboration between humans and AI. When AI works alongside people at every level, it helps improve decision-making accuracy, enhance the efficiency of frontline employees, strengthen executive leadership and foster a culture of continuous learning, teamwork and innovation. The future of the organisation is therefore not one in which AI replaces humans, but one in which humans grow together with AI without limits.”

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Michelin has expanded its retail footprint in North India by inaugurating two Michelin Tyres & Services (MTS) outlets, located in Amritsar and Panchkula. The Amritsar location operates through a partnership with National Auto, while the Panchkula facility is a collaboration with Universal Tyres. This development underscores the French tyre giant’s strategy to place its globally recognised products and services within closer reach of consumers in a rapidly developing automotive market.

Each of the new establishments spans 5,000 square feet, situated strategically on Loharka Road and within Panchkula’s Industrial Area. Designed as modern service hubs, they provide a full spectrum of offerings, ranging from passenger car and two-wheeler tyres to advanced wheel alignment and mechanical maintenance. The stores stock renowned product lines such as the Primacy, Pilot Sport and Latitude Sport series, aiming to deliver a premium and seamless experience for vehicle owners.

The selection of Amritsar and Panchkula reflects Michelin’s assessment of their growth potential, driven by tourism, infrastructure projects and a rising number of private vehicle owners. To capitalise on these opportunities, Michelin has aligned with established regional players. National Auto, a trusted entity in Amritsar since 1927, brings a long-standing reputation for quality service, while Universal Tyres contributes over three decades of technical expertise and market knowledge in the Panchkula region.

These partnerships are central to Michelin’s broader objective of delivering superior mobility solutions rooted in safety and durability. By combining its own technological leadership with the local acumen of its partners, the company aims to strengthen its service ecosystem and cater to the evolving demands of the northern Indian automotive sector.

Shantanu Deshpande, Managing Director, Michelin India, said, “North India continues to be a key market in Michelin's growth journey, supported by rising vehicle ownership, improving road infrastructure and growing demand for premium mobility solutions. The launch of our new Michelin Tyres & Services Stores in Amritsar and Panchkula marks another important step in strengthening our retail presence and bringing Michelin's globally benchmarked products and services closer to customers across the region. As we prepare to introduce Made-in-India passenger car tyres, we remain focused on delivering solutions tailored to the evolving needs of Indian consumers.”

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Tyres Europe has issued a formal call for the Industrial Accelerator Act to be revised, urging policymakers to grant greater recognition to the tyre sector’s strategic importance within the continent’s automotive ecosystem. In a newly published position paper, the organisation argues that the current framework insufficiently addresses the industry’s unique contributions and challenges.

The association is advocating for several key amendments, including an expanded scope that acknowledges tyres as critical components in both the replacement and original equipment markets, thereby stimulating demand for EU-manufactured products. Additionally, Tyres Europe proposes the establishment of a Union origin definition that would prioritise European production in public procurement and state-aid schemes. The paper also highlights tyres’ potential to enhance energy efficiency and lower CO2 emissions for light vehicles, while calling for dedicated backing for retreaded and EU-made truck and bus tyres, alongside increased financial mechanisms for industrial decarbonisation and improved governance of manufacturing acceleration zones.

With these targeted modifications, Tyres Europe contends that the Industrial Accelerator Act could effectively foster a market for low-carbon, high-performance tyres produced domestically. Such adjustments would simultaneously bolster competitiveness, support decarbonisation goals and reinforce the overall resilience of Europe’s automotive supply chain.

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