Sustainability is a vague idea. How do you define sustainability in the natural rubber sector?

I think sustainability is vague if you have not looked at it with a good set of eyes. If you see it as a concept, then it certainly is not vague. Many standards have been introduced in the last 30 years and organisations and stakeholders have worked around this concept. The sustainability concept is evolving and is very well defined in the areas we operate in nowadays.

GPSNR defines sustainability through a multi-stakeholder process where we bring in members of GPSNR together. Our organisation represents all parts of the supply chain, from smallholders to processors and traders to manufacturers and civil society. Today, we represent about 60 percent of the global natural rubber volume.

Our supply chain sustainability commitments include the environmental, social and economic aspects of sustainability. The definition of sustainability for our members is now very well defined through a document, which is approved and called the policy framework document. This is a set of eight overarching themes that include commitments to legal compliance, community livelihoods, healthy and functioning ecosystems (including no deforestation) and respecting all human rights. Our GPSNR members need to have policies aligned for the production and procurement of sustainable natural rubber.

The great news is that after the document was approved last year, the GPSNR members are now aligning and publishing policies to be in line with this framework. Of course, these are commitments that do not explicitly mean implementation. Now the next step for us would be reporting requirements for our members. The members will have to publish reports every year, and we are defining the requirements for these reports now. For them,           it will be to demonstrate how they are reaching this commitment. We are also working on implementation guidance that will help companies implement an assurance model. It aims to understand the different risks and identify the modes of assurance based on the level of risk. It ensures that the commitments are met and that any claim the company makes on sustainability is verified.

Would there be any mechanism to know how companies are implementing the policies?

For GPSNR, it is not about reinventing the wheel. We don't want to create another certification standard. We have certification systems out there. I think, especially in the rubber sector, we need something that goes a bit broader than the current specification for certification because we have 85 percent production coming from independent smallholders, owning 1-2 hectares of land each, which makes it quite challenging to scale up certification promptly. So we are building up an assurance model, which is going to be a risk basis. The basic idea behind this is that instead of having a standard where you have to tick all the boxes of the standard, we will look at your situation. We are going to have a map of risk globally. So, based on the level of risk, we ask our members to have different levels of assurance.

For example, if we are sourcing from a place where everything was developed years ago, your risk of deforestation might be low. We might not require you to do a full deforestation assessment. Or maybe your risk in the supply chain is very high in terms of labour with migrants; we will ask you to have a more in-depth and third party assessment for that.

And this way, we hope to be able to bring down the cost of assurance and make the process a bit linear so that we can focus on what matters.

GPSNR was established in 2019. Could you highlight the achievements of GPSNR so far?

We are quite a young organisation considering it is a multi-stakeholder organisation. We started with just 11 members.  , we soon had 16-17 members, including some processors and traders in automotive, but now we are reaching 130 members.

As mentioned earlier, today, our members represent well above 50 percent of the global rubber market volume. Even if you compare it to other similar organisations with long-standing in other commodities, we are far above what others have seen in terms of representation. One of the most significant achievements that I would mention is the policy framework and its commitments and the ability to align the members with it to make a difference in the natural rubber supply chain.

I feel very confident that through this change, we will be able to reach the smallholders and improve their situation, which is really at the heart of GPSNR.

How do you make sure that there will be traceability and transparency in case of violation of rights?

That's a fair point. One of the key things that we managed to ensure is that smallholders are included in decision making in GPSNR processes. So now we have 28 smallholders that represent 8  different countries at the moment. They're a part of GPSNR as members, but they don't pay any fees.

They have been selected the representatives  through workshops conducted by us. Several smallholders participated in the workshops, and I do think that we're trying our utmost to ensure that their participation is meaningful. They understand how to engage in the platform and how to make their voice heard within the platform.

We ensure that everything GPSNR is doing is co-designed with smallholders. I don't mean to say that we represent all the seven million smallholders out there, but we're making strides as much as possible.

In terms of the grievances, we have set up a grievance mechanism that is open and transparent. Any stakeholder now can file complaints through GPSNR, and an independent panel of experts would review this. We hope to ensure that there is at least a communication channel and ways to address discrepancies through that system.

I think traceability can be defined in very different ways. So, traceability, in my mind, is knowing from where a specific batch of rubber is coming and keeping it separate from others in the supply chain.There is some merit to that and some approaches to do a certification. We need to look at transparency to ensure that companies know where we are sourcing from. They have to take responsibility for their suppliers' operations as if it was their operations.

What are the steps undertaken by GPSNR to curb illegal activities of companies like land grabbing etc.?

I think the first and most crucial step is to identify what can and cannot be done, because, unfortunately, in developing countries, maybe at times, the legal requirements do not match with the social licence to operate requirements expected in the sustainable world. That's one aspect, and there's also the enforcement, and due diligence might not be as good as expected. So, I don't think that the policy framework of GPSNR does a very good job in identifying what those do's and don'ts are. As for GPSNR members, I do believe strongly that the policies that are now in place will set a good foundation to ensure that the buyers will trigger these requirements down the supply chain.

We have seen that due diligence can only stop deforestation and land grabbing and other such activities in the entire supply chain to some extent. What we need is incentives, and that's why one of the critical challenges that we're finding in GPSNR is to identify how we can bring up financial and non-financial  incentives to companies and smallholders to operate sustainably.

For example, we have a working group on shared responsibility looking at how the companies can act together to solve issues that cannot be solved by a single company on its own. I deeply believe that most of these issues are linked to livelihood. May be we need to ensure that they get the right amount of compensation for their rubber production so that they don't have to open up another hectare to meet their livelihoods requirements.

Would you be working with the government in different countries? How difficult is it to work with the government?

GPSNR does not have direct government involvement, but we do collaborate with them. We have an MoU with IRSG, the international rubber research organisation. So by working with them, we have set up a series of dialogues with governments where we brought up, in the past year, the work of GPSNR, seeking opportunities to collaborate.

We are in touch with the local government agencies to ensure that we have public and private partnerships. Governments are key stakeholders, and especially when we want to reach smallholders at a large scale, we cannot forget to ensure that the governments are involved in the work we do.

Nineteen leading companies have joined your organisation. How difficult do you find it to make standard solutions?

Well, that's the beauty of the multi-state process and co-design process. So, it took a while, but the policy framework was designed with the input of all members. Everyone had the chance to chip in and find a synergistic approach together with the civil society organisations.

I think it's also doable as the world is becoming more global. There are differences in how the companies operate, but the global expectations are quite clear to everyone and every company as all aim to become global leaders. And that has helped in aligning the expectations.

You have around 130 members at present. How do you want to expand?

Until now, the membership that we've seen coming in is mostly from within the tyre sector. We are having discussions and interest from potential members outside the tyre sector but still in the rubber sector. Our setup already allows for the inclusion of known tyre members, but we're not just a tyre-focused association; we are a natural rubber-focused association. So the door is open for these entities, which is the focus of our expansion.

What are the challenges?

Covid has not been easy, but in a multi-stakeholder organisation, we're trying to build trust among our members for them to work together. We are human, so we're social animals, and trust is created by having interactions. So building trust has been really challenging.

But I do hope that as we come out of this crisis, this becomes easier for us as we want to reinstate physical gatherings and get our members together, which will help us move faster than we are today.

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The concluding day of 2026 F1 Pre-Season Testing at the Bahrain International Circuit saw Charles Leclerc set the overall fastest lap of the entire six-day programme. The Ferrari driver delivered a time of 1:31.992s on the C4 compound Pirelli tyres during the final hour of running, improving by eight-tenths of a second on the previous benchmark established by Kimi Antonelli. This performance placed him ahead of Lando Norris in the McLaren, who recorded a 1:32.871s on the C3 tyre. Max Verstappen and George Russell followed, with times of 1:33.109s and 1:33.197s, respectively, both also set on the C3 compound. Notably, none surpassed Leclerc's own leading time on that particular compound, a 1:32.655s. Pierre Gasly rounded out the top times, utilising the softest C5 tyres to post a 1:33.421s.

The C5 compound saw limited use on the final day, employed only by Alpine and Williams for short-run simulations. Aston Martin, despite having the tyre available, opted not to run it and instead completed just six laps on C3s before their session was curtailed. In contrast, teams focused on different aspects of performance. Gabriel Bortoleto and Arvin Lindblad set the pace on the harder C1 and C2 compounds, respectively. The day was also notable for the absence of several drivers, including Fernando Alonso, Lewis Hamilton and Alex Albon, who did not participate in any track action.

Beyond outright speed, teams dedicated significant effort to long-distance evaluation. Gabriel Bortoleto completed 25 laps on the C2 compound for Audi, while Esteban Ocon undertook 24 laps on C1s for Haas. Ocon was also the sole driver to run intermediate tyres, completing four laps to assess front wing behaviour. Over the entire six-day test, a total of 41,366 kilometres were covered across all 11 teams, a distance exceeding the Earth's circumference. The C3 compound proved the most popular, accounting for 61 percent of all laps. In total, 591 sets of slick tyres were utilised throughout the pre-season, with 326 of those deployed in the final three days alone.

Mario Isola, Pirelli’s Motorsport Director, said, “The radical changes introduced to the cars have inevitably shifted the teams’ focus towards power units and aerodynamics rather than tyres over the last few days. The final stages of testing are usually dedicated to optimising the car-tyre package, but it is clear some teams haven’t reached that point yet. Generally speaking, track feedback has been consistent with our simulation expectations. Drivers were able to gain confidence with the entire Pirelli range through both performance trials and long runs, even using the C4 and C5 compounds which aren’t particularly suited to a circuit like Sakhir.

“Mechanical resistance appeared strong across all options, with no signs of graining or blistering. Degradation levels are almost certainly higher now than what we expect for the Bahrain race, when temperatures will be lower and cars more developed. A central theme this season will certainly be balancing temperatures between the axles, especially ahead of the first race in Melbourne. The lower loads of a street circuit might require more intensive tyre preparation or differentiated tyre blanket temperatures, particularly in qualifying. In any case, it will be interesting to discover in Australia how much teams have been ‘sandbagging’ their engine power to avoid showing their hand. We only have to wait a couple of weeks to see the true pecking order.”

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Titan International, a global leader in off‑the‑road (OTR) tyre and wheel manufacturing and distribution, has entered into a significant 10-year exclusive distribution agreement with Triangle Tire USA. This strategic alliance grants Titan exclusive rights to distribute both Triangle and Diamondback branded OTR tyres across United States. By combining Triangle’s global manufacturing expertise with Titan’s extensive North American dealer network and the established recognition of the Diamondback brand, the partnership aims to deliver a comprehensive and unified portfolio of high-performance OTR solutions.

The collaboration enhances Titan’s product offering to include a diverse range of radial and bias tyres suited for the most demanding off-road environments. Customers across critical sectors such as mining, construction, earthmoving, aggregates, industrial operations and equipment rental will benefit from this expanded selection. The integrated portfolio supports a wide array of heavy machinery, including large earthmoving equipment, loaders, dozers, scrapers, haulage vehicles, mobile cranes and container handling machinery for ports, as well as industrial and rental fleets.

This initiative is designed to strengthen the market presence of the combined Titan, Triangle and Diamondback brands within the OTR sector. By leveraging Titan’s national sales and support infrastructure, the partnership aims to drive long-term performance through enhanced dealer adoption and improved customer satisfaction. The arrangement ensures that end users have access to a broader spectrum of mission-critical tyre solutions backed by reliable distribution and service support.

The initial rollout of Triangle and Diamondback OTR products is currently underway through Titan’s dealer network in United States. An expanded range of sizes and patterns is scheduled for release throughout the year, with dealers encouraged to consult their Titan representatives for detailed information on availability, specifications and ordering procedures.

Paul Reitz, CEO & President, Titan International, said, “This partnership combines Titan’s deep channel reach with Triangle’s expanding OTR portfolio to deliver a broader, more competitive offering to our customers – backed by Titan’s service, training and technical support. We’re excited to bring the Triangle and Diamondback families into our US distribution platform to improve availability, coverage, and value across critical OTR customers.”

Campbell Metcalfe, CEO, Triangle Tire USA, said, “Triangle is pleased to join forces with Titan to bring our OTR innovations to more US customers, faster. Titan’s scale, distribution strength and customer support capabilities will substantially enhance access to Triangle and Diamondback products across key industries.”

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Radar Tires, a globally recognised manufacturer known for its off-road and high-performance products, is broadening its footprint in the light truck and off-road vehicle segment with a major expansion of its popular Radar Renegade-X line. Responding directly to robust market demand and the model's sustained success among enthusiasts, the company will introduce nine new sizes featuring rim diameters from 18 to 26 inches. A key highlight of this expansion is the debut of 26-inch options, catering to the growing trend of customised and lifted trucks requiring larger wheel fitments.

Since its market introduction, the Renegade-X has built a strong reputation for delivering uncompromising off-road capability without sacrificing on-road civility. Consumer feedback consistently praises its superior traction in mud and rocky terrain, its robust durability and notably low road noise – a combination rarely achieved in the mud-terrain category. This balance of aggressive performance and refined driveability has solidified its appeal.

The tyre’s distinctive design is the result of a collaboration with the renowned Italian design house GFG Style, blending engineering rigor with premium aesthetics. Its technical features include a high void-to-lug ratio designed for effective self-cleaning in mud, alongside a specialised rock-crawl compound for enhanced grip on varied surfaces. Durability is addressed through a three-ply sidewall construction, while a strategic combination of stone ejectors and serrations protects the tyre casing. Furthermore, sidewall lugs inspired by stealth design not only contribute to a striking visual profile but also improve lateral traction in challenging conditions.

The newly added sizes are intended for a wide range of vehicles, including Jeeps, pickup trucks and full-size SUVs. Availability is scheduled to commence through authorised dealers in February 2026, with additional sizes arriving through April of that year.

Rob Montasser, Vice President, Radar Tires, said, “The response to the Radar Renegade-X has exceeded our expectations, and our dealer partners have consistently requested additional sizes to meet customer demand. This nine-size expansion, including our first 26-inch rim diameter sizes, demonstrates our commitment to providing dealers with a comprehensive product offering that supports sustained, profitable growth while giving consumers more choices for their vehicles.”

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Nokian Tyres has formally released its climate transition plan, a comprehensive roadmap guiding the company’s decarbonisation efforts. This strategy is anchored in the company’s near- and long-term climate objectives, which received validation from the Science Based Targets initiative in 2024. Crucially, the organisation’s ambition to achieve net-zero emissions across Scope 1, 2 and 3 aligns with the stringent requirements of limiting global warming to 1.5°C, as dictated by contemporary climate science.

The company has already made significant progress, particularly within its own operations. By the close of 2025, Nokian Tyres had successfully reduced absolute Scope 1 and 2 emissions by more than 38 percent relative to the 2022 baseline, edging closer to its interim target of a 42 percent reduction by 2030. The newly published plan elaborates on this trajectory, detailing the primary sources of emissions and the essential strategies for reduction both internally and across the broader value chain. These actions are designed to meet the 2030 benchmarks while maintaining a clear pathway towards the ultimate goal of net-zero greenhouse gas emissions by 2050.

Endorsed by the company’s Board of Directors, the plan is a living document subject to updates as emission-reduction technologies and methodologies evolve. Further details are accessible on the corporate website. This strategic approach is already yielding tangible results and external recognition. The company’s Romanian facility stands as the world’s first full-scale tyre factory to achieve zero CO2 emissions in its own operations. Furthermore, this commitment to sustainability was acknowledged in 2025 by TIME Magazine, which named Nokian Tyres one of the World’s Most Sustainable Companies, and by CDP, which awarded the firm its sixth consecutive leadership-level score for climate action.

Paolo Pompei, President and CEO, Nokian Tyres, said, “Our work towards net-zero emissions is not only about us but also about drivers worldwide. Through our actions and innovations, we reduce the environmental impact of tyre manufacturing while delivering the safety and quality that define Nokian Tyres.”

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