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 Yokohama Rubber Co., Ltd. is set to appear at the Aircraft Interiors Expo 2026 in Hamburg, Germany, collaborating with its American sales arm, Yokohama Aerospace America, Inc. This premier trade fair, running from 14 April over three days at Hamburg Messe, will host over 450 exhibitors from around the globe, all showcasing cutting edge cabin products, materials and technological innovations.

Visitors to the Yokohama booth will encounter a full range of aircraft lavatory solutions, including a prototype unit designed for wheelchair access and retrofit kits intended for existing restrooms. Those kits bring touchless operation to flush switches and faucets, thereby boosting accessibility. By targeting plane makers, airlines and maintenance firms, the company hopes to strengthen sales of its interior offerings.

Yokohama Rubber ranks among Japan's foremost aerospace suppliers. Since the 1980s, it has produced and sold numerous commercial jet components like lightweight composite lavatory modules, potable water tanks, onboard stairways, thermal insulation and honeycomb panels. Having delivered roughly 17,000 lavatory modules for Boeing 737 and 757 aircraft, the firm continues to supply replacement parts for those units and also crafts custom-made components for airline retrofit projects.

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Petlas Tire Corporation has introduced the PtxMD51, an L-5 type tyre specifically engineered for underground mining loaders and trucks operating under severe service conditions. This new addition expands the company’s off-the-road product range to address the most demanding mining environments.

Built with an extra deep tread and an all-steel radial construction, this tyre excels where wear, impact and cut risks are consistently high. Its specially developed tread compound offers strong resistance to cuts and chips, while the reinforced structure, combining steel belts with a radial steel carcass, delivers high impact resistance under heavy loads and harsh operating conditions. A solid centre structure further boosts durability and resistance.

To maintain stability and traction, shoulder grooves are incorporated into the design, ensuring reliable performance in underground operations. With the PtxMD51, Petlas continues to strengthen its portfolio for high-risk, heavy-duty applications where durability, safety and cost efficiency remain essential priorities.

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Lazada, a major e-commerce player in Southeast Asia, has entered a strategic collaboration with Michelin to transform how drivers buy tyres online. By merging digital commerce capabilities with Michelin’s mobility expertise, the partnership seeks to improve operational efficiency, build consumer confidence and simplify the entire purchasing process across the region.

A pilot programme will launch in Thailand during the first quarter of 2026, featuring a dedicated Michelin flagship store on LazMall. From there, the initiative will extend to other Southeast Asian markets. The companies plan to co‑invest in a framework that streamlines tyre buying on LazMall by incorporating Michelin’s authorised distributors into Lazada’s ecosystem. This integration supports better inventory control, guarantees product authenticity and widens customer reach. Educational campaigns promoting road safety and proper tyre maintenance are also part of the plan.

As part of the agreement, Michelin will onboard its authorised local partners and distributors onto Lazada’s platform, giving them access to Lazada’s regional customer base. Lazada will further support Michelin’s loyalty efforts through its membership programme, bridging offline and online interactions. This aligns with Michelin’s broader offline‑to‑online strategy while reinforcing product authenticity and service quality for drivers throughout the region.

Varitha Kiatpinyochai, CEO, Lazada Thailand, said, “This partnership with Michelin reflects Lazada’s commitment to building a high-trust premium eCommerce platform that goes beyond transactions. By combining Michelin’s global leadership in mobility and safety with Lazada’s technology, logistics and regional know-how, we are creating a more integrated journey that gives consumers greater confidence, convenience and peace-of-mind.”

Paul Perriniaux, Vice President for Sales, B2C, Michelin Asia Pacific, said, “This partnership lets us deliver that promise digitally: clear guidance, authentic products and seamless after sales support, all anchored in Michelin’s vision for safer, long-lasting and more sustainable mobility. By working with Lazada, we will shape a meaningful, end to end journey that puts consumers first – before, during, and long after their purchase.”

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HS HYOSUNG ADVANCED MATERIALS was honoured at the sixth Endangered Species Day ceremony, which took place on 1 April 2026 at the Chollipo Arboretum in Taean. The company received a certificate recognising its sponsorship of endangered species conservation. This annual event, organised by the National Institute of Ecology, has been running since 2021 with the goal of increasing public awareness about the protection of threatened species. The institute also runs a special recognition programme that celebrates corporate contributions to conservation efforts.

Since signing an agreement with the National Institute of Ecology in 2022, HS HYOSUNG ADVANCED MATERIALS has been acknowledged for its ongoing commitment to preserving biodiversity. The firm planted 2,000 specimens of Veronica pusanensis, a Class II endangered wild plant and has been listed as an official conservation sponsor since 2023. The company has also focused on safeguarding essential pollinators like bees. In 2023, it created a pollinator garden at the Mulbeodeul Ecological Experience Learning Center in Seocheon, followed by another in 2024 at the Ulsan Climate Crisis Response Education Center, where nectar rich plants such as canola and buckwheat help sustain bee populations and reproduction.

Additionally, the company tackles threats to biodiversity through regular removal of invasive species. Since 2023, it has annually cleared harmful plants including Sicyos angulatus and Humulus japonicus from Yubu Island in Seocheon, a UNESCO World Natural Heritage site. These persistent efforts demonstrate a holistic approach to protecting both flora and fauna, from endangered wild plants to critical pollinators, while also managing ecological threats to preserve natural heritage areas.

An ESG official from HS HYOSUNG ADVANCED MATERIALS said, “We are honoured to receive this recognition for our efforts in endangered species conservation. We will continue to work closely with the National Institute of Ecology to further expand and strengthen our conservation initiatives.”

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