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.

German tyre major Continental is significantly expanding its presence in the global market for ultra-high-performance (UHP) tyres. The company states that the UHP tyres are designed for safe and dynamic driving at high speeds and are available in sizes from 18 inches.

Between 2019 and 2024, the premium tyre manufacturer increased its worldwide sales of UHP tyres in the passenger car and light truck segment by approximately 15 percent. Over the same period, the share of UHP tyre sales across all Continental brands rose from 38 to 52 percent, and to 60 percent for the core Continental brand, up from 46 percent five years ago.

Edwin Goudswaard, Head of R&D, Continental Tires, said, “For us, ultra-high-performance tyres are much more than a technological flagship product – they are a strategic driver of innovation. Their development requires engineering of the highest standard, high-tech materials and precise testing and production processes. At the same time, they demonstrate our solid position in the premium segment and significantly contribute to Continental’s economic strength.”

UHP tyres are claimed to provide excellent grip, precise steering, strong brake performance and high driving stability, primarily used on powerful vehicles such as sports cars, SUVs and luxury saloons. The global demand for UHP tyres is projected to grow by around 9 percent annually until 2029, driven by the increasing popularity of SUVs and the electrification of powertrains. Continental is experiencing particularly high demand for UHP tyres in the Asia-Pacific region, especially in China.

The German brand currently offers UHP tyres across all product segments, including summer, winter and all-season tyres. The flagship product in its UHP portfolio is the SportContact 7. Since its global launch in 2022, the SportContact 7 has won 21 out of 24 independent tyre tests, boasting a success rate of over 87 percent.

The company stated that tyre testers have praised its ‘shortest braking distances under all test conditions’ and ‘very balanced and safe vehicle handling on dry roads and even better performance on wet roads compared with the competition.’ Its precise steering characteristics, reproducible driving responses and excellent grip during sporty driving have also received acclaim.

Continental continues to invest in the development of its UHP products, fostering close collaborations with vehicle manufacturers and tuning specialists like AC Schnitzer and Brabus.

"These partnerships enable us to transfer ideas from the high-performance segment to the mass market,” explained Goudswaard. The High-Performance Technology Centre (HPTC) in Korbach produces high-performance tyres for powerful and technologically sophisticated passenger cars and conducts rigorous testing under realistic extreme conditions.

The SportContact 7 has received original equipment approvals for various models, including the Porsche Panamera, Maserati Levante, Audi RS6 Avant, Polestar 3, BMW 5 Series and BYD Seal. The tyre is available in 120 sizes from 18 to 24 inches and has been developed for both electric and conventional vehicles.

Apollo Tyres, one of the leading tyre makers in the country, has extended its strategic partnership with Manchester United Football Club, one of the world’s most iconic football teams, for an additional three years.

The partners stated that the renewal of the enduring partnership highlights a mutual commitment to excellence, innovation and shared values. This 12-year alliance has been instrumental in connecting both entities with millions of passionate fans globally, yielding highly engaging campaigns and delivering significant value, both in the realm of sport and business.

Since its inception, the partnership Apollo Tyres' stated has propelled its brand equity, leveraging Manchester United's unparalleled global visibility and deep emotional connection with its loyal fanbase. This association has not only bolstered Apollo Tyres' reputation and amplified consumer trust but also solidified its standing as a premier tyre manufacturer.

The renewal follows the recent visit of Manchester United's first-team players, Andre Onana, Diogo Dalot and Harry Maguire, to Mumbai. Their visit marked the official launch and commencement of activities for the fifth season of the ‘United We Play’ programme, providing an opportunity for direct engagement with fans in India.

Neeraj Kanwar, Vice Chairman and MD, Apollo Tyres, said, “We are thrilled to continue our association with Manchester United, a club that embodies passion, performance and global reach. Our partnership has been instrumental in amplifying our brand equity by aligning with a club that represents passion and perseverance. Together we will strive to create even more exciting experiences for fans, leverage new opportunities in digital and on-ground engagement, and strengthen our brand presence across key markets. We are also excited to expand our impact through a grassroots football initiative that aims to nurture young talent and promote access to the sport at the community level.”

Omar Berrada, CEO, Manchester United, added, “We are delighted to extend our successful partnership with Apollo Tyres, a valued and long-standing member of the Manchester United family. During our 12-year relationship, we’ve not only created impactful global campaigns but also delivered meaningful initiatives at the grassroots level, from youth development to sustainable infrastructure.”

“As we move into this next chapter, we look forward to continuing on our shared legacy -- driving further engagement with our fans around the world and creating lasting value both on and off the pitch,” added Berrada.

Nokian Tyres plc has been awarded the prestigious Key Flag symbol by the Association for Finnish Work for its flagship Hakkapeliitta winter tyres and Hakka summer tyres.

The Key Flag, a nationally recognised emblem, is granted to products manufactured or services produced in Finland that contain a minimum of 50% domestic content based on break-even cost.

“We are proud of our Finnish heritage and our northern knowhow which is represented in our premium Nokian Tyres Hakkapeliitta and Nokian Tyres Hakka products,” said Ville Nikkola, Head of Sales, Finland at Nokian Tyres. “The Key Flag symbol is a sign of Finnish work and very well known among consumers. We are extremely happy to be able to present it next to our tyres manufactured in Finland for Nordic drivers.”

The Hakkapeliitta winter tyres and Hakka summer tyres are both developed and produced at Nokian Tyres’ factory in Nokia, Finland. The company’s global research and development centre is also located at the site, and both products undergo rigorous testing in Finland, including winter trials at the Ivalo test facility in Lapland.

This recognition is the latest in a series of Finnish quality accolades for the company. Nokian Tyres has previously received the Key Flag for its heavy machinery tyres, wheels, and retreading materials. Additionally, its truck and bus tyres carry the Design from Finland label, underlining their Finnish design pedigree.

Founded in 1898, Nokian Tyres began manufacturing tyres in 1932. The company introduced the world’s first winter tyre in 1934, followed by the first Hakkapeliitta-branded passenger car winter tyre in 1936. Since then, the brand has become a hallmark of Nordic winter driving.

“The Nokian Tyres Hakkapeliitta winter tyres, as well as the Nokian Tyres Hakka summer tyres,, are designed to withstand the challenges of their northern home: the harsh winters with ice and snow as well as the summer months from the first sub-zero mornings of the spring to the heavy rainfalls of autumn,” Nikkola added.

Nokian Tyres emphasised that both product lines are still made in the same factory in Nokia as their early predecessors. Over the decades, the plant has been modernised and now runs on electricity sourced entirely from CO2-free sources. Most of the steam used in the facility also comes from CO2-free fuels. Since 2015, the factory has sent no waste from tyre production to landfill.

The company has further strengthened its sustainability credentials by obtaining the International Sustainability and Carbon Certification (ISCC) PLUS for the Nokia passenger car tyre plant. The certification enables the integration of sustainable raw materials into tyre production at the facility.

“The Nokian Tyres Hakkapeliitta winter tyres are already a legend of Nordic winter roads and are, just like the Nokian Tyres Hakka summer tyres, still made within the same factory walls in Nokia as their predecessors in the 1930s,” Nikkola concluded.

Hankook Tire is gearing up to electrify the 2024/2025 ABB FIA Formula E World Championship as the series returns to Jakarta on 21 June for Round 12 of Season 11.

After a one-year absence, the Jakarta International E-Prix Circuit (JIEC) will once again host the high-speed spectacle, set against the vibrant backdrop of Ancol’s shoreline. The 2.37-km track, celebrated since its debut in Season 8, blends high-speed straights, sweeping turns and a technical final section – inspired by the rhythmic flow of Java’s traditional Kuda Lumping dance. The challenging layout, combined with Jakarta’s intense tropical heat, will test drivers’ skill, endurance and tyre strategy to the limit. Powering every team will be Hankook’s GEN3 Evo iON Race tyre, purpose-built for Formula E’s cutting-edge electric race cars. Its advanced tread design and specialised rubber compound ensure superior grip, stability and heat resistance – key to handling Jakarta’s demanding conditions.

Sustainability remains a core focus, with the tyre incorporating 35 percent eco-friendly materials, including natural rubber and recycled fibres. Designed for extended durability, each tyre is fully recovered post-race and processed through Hankook’s recycling programme, reinforcing the brand’s commitment to reducing motorsport’s environmental footprint while pushing the boundaries of electric racing performance.

Maximilian Günther, the DS Penske driver and winner of 2023 Gulavit Jakarta E-Prix (Race 10), and most recently, the 2025 Jeddah E-Prix (Race 3) and 2025 Hankook Shanghai E-Prix (Race 10), said, “Jakarta delivers a unique blend of technical complexity and extreme climate. It’s a true proving ground for drivers and tire management. The enhanced grip of the GEN3 Evo iON Race tyre allows us to push harder through technical sectors without sacrificing traction. We’ve already observed gains during simulator sessions, and we’re optimistic about translating that into on-track performance.”