Smart mobility is as relevant as ever, with growing urbanisation rates in almost all countries across the globe. But the concept isn’t new. At least I recall reading about the future of driving when I was very young, and a university project concluded that in the future, cars would be able to connect to each other and slide onto some sort of rail system when driving on the highway, so nobody would have to worry about steering or speeding when covering the long stretches of the journey. Not surprising, the project couldn’t have been more wrong in its conclusion. But why didn’t it work? It would have reduced accidents, pollutant emissions, road wear and maintenance costs, and it would have probably been quite easy to develop guiding chips and software to let cars in and out of the chain.

Well, the answer is simple, and is proven by the fact that car sales are still going up worldwide in spite of an ever-growing range of alternative transportation methods available to the buyers: freedom. As global wealth keeps increasing, all societies can recognize that the first luxury people growing out of poverty take is to buy a car, in many cases even before considering taking out a mortgage to buy a house. Why do they do that? Obviously to signal their increased wealth to the people around them (it’s harder to show if your house is bought or rented), but also to enjoy the freedom of being able to go exactly where they want to go and when. In these corona times being able to move about without bumping into others in public transportation is of course also an important factor. If this wasn’t the case, car sales would be dropping rapidly. Public transportation is cheaper, if you compare it to total cost of ownership of a car it’s easy math, and in many cases it’s also faster and easier. Plus, you can be productive getting some work done or enjoying a good rest when you don’t have to sit at the wheel in a traffic jam.

For those who care about global warming and reducing the environmental impact, there’s even further incentive to get rid of the car, but still, this is not what we see in the new car sales figures – although you could argue that some people buy a new car because it pollutes less than the old one.

Bicycles

With all the new technology, it will be very interesting to see how smart mobility will be implemented in cities across the globe, and if it will change the trend for good. After all, it’s be big cities with massive population numbers that will make a difference for the planet. If we look at a city like Copenhagen, it has for many years focused on being the world’s best city to ride a bicycle in, and it has implemented many innovative structures allowing cyclists to zip from one place to another in a matter of minutes with minimal need to stop along the way. Some places bridges have been built just to cater to cyclists. No doubt you can get around faster and cheaper in Copenhagen if you ride a bike than by any other means of transportation.

Another thing that is becoming increasingly interesting in the big cities is the drone technology, now we have seen Chinese firefighters putting out high-rise fires using drones controlled from the ground, and many places they have also begun working as parcel or food delivery agents. But is there a viable case to argue that we will all be flying in private drone vessels instead of driving in cars in the coming decade? I wouldn’t bet my money on it. First of all, it would take long until the general public would trust a drone manufacturer enough to not fear dropping to the ground or being flung into a building or another drone mid-air at any moment. Second of all, they would most definitely run on electricity, which we know from electric cars means very heavy batteries and/or short operation times. Probably in colder regions you would also struggle with much lower performance during winter, and possibly weather conditions not allowing them to take off.

That’s another nightmare scenario – to be caught in a thunderstorm or hailstorm up in the air.

Naturally, the ultimate challenge would be that everyone would basically need to have a pilot license to operate them, and air traffic control would be an entirely new concept in this scenario. We have all seen movies like Stars Wars or The Fifth Element where flying vehicles somehow get into invisible lanes and layers, but it’s hard to see how that can go from fiction to reality.

Urban hubs

So, how can consumers most likely have their desire for freedom fulfilled within a smart mobility concept? Most likely by creating urban hubs or city line parking facilities, so it’s easy to take the car to, from, or between cities, but not inside them. At these hubs, you would park the car and jump on the next shuttle to anywhere in the city, or even ride a bike that you brought with you. Designing these hubs, along with ample green areas in the cities, is the only way that any city planner can create the grounds for real smart mobility, and not take people’s freedom away from them. Then the only thing left is to address the issue of the environmental impact caused by passenger cars, both combustion engine emissions and tyre pollution from wear during use and waste management at end of tyre life.

Tyre manufacturers don’t seem to be making huge changes to the technology yet, except for a few innovative products like the Michelin Tweel – and the ultimate challenge is of course that the vehicle so far has to be in contact with the road surface to move and handle satisfactorily. It’s hard to imagine any tyre concept where rubber against the road surface isn’t involved, and it’s also hard to imagine any tyre manufacturer supporting such a project, given the massive investments they have in their production equipment, which isn’t easy to readjust to put out something else. Well, at least not any serious manufacturer – there was a Chinese plant that stopped producing tyres this year to start producing face masks instead because of corona demand, but that probably says something about the quality of both products coming out of that factory, and it makes me very interested in reading their mission statement.

Ultimately, for tyre manufacturers to start investing in any game changing product development, we would have to see a development like we have seen with British Tobacco actually advertising against smoking – which is very much in line with the trends of the day but doesn’t seem rational from a business perspective. So, to conclude, I’ll venture a bet that we won’t see any drastic changes in how much smarter our mobility options will become until we either see a scenario that will allow people to experience the same level of freedom as owning a car, drastically reducing the environmental impact from driving and tyre waste, and/or creating cities where it utterly doesn’t make any sense to drive instead of hopping on the city’s smart mobility system, whatever that might turn out to be.

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Goodyear Tire & Rubber Company reported a marked improvement in fourth-quarter profitability, as restructuring benefits and favourable pricing offset weaker demand and persistent cost pressures across global tyre markets.

The US-based group said fourth-quarter net sales were USD 4.9 billion, slightly lower than a year earlier, while tyre unit volumes fell to 42.3  million. Net income rose to USD 105 million, or USD 0.36 a share, compared with USD 73 million, or USD 0.25 a share, in the same period last year. Adjusted net income was USD 113 million, marginally ahead of the prior year, with adjusted earnings per share of USD 0.39.

The company said the quarter delivered its highest segment operating income and margin in more than seven years, reflecting progress under its Goodyear Forward transformation programme.

“We delivered another strong quarter, driven by execution of our Goodyear Forward plan,” said Mark Stewart, Chief Executive and President. “While we continue to face challenging industry conditions in the first quarter, we are operating with greater focus and discipline on the elements within our control.”

Total segment operating income in the quarter rose to USD 416 million, from USD 382 million a year earlier. On an organic basis, excluding the impact of divestitures, segment operating income increased 18 percent, supported by restructuring benefits of USD 192 million and favourable price and mix compared with raw material costs. These gains were partly offset by inflation, tariffs and other cost pressures, as well as lower volumes.

Goodyear Forward has now generated USD 1.25 billion of cumulative segment operating income benefits since its launch, exceeding the programme’s original commitment by about USD 150 million. By the end of 2025, the company had reached a USD 1.5 billion run-rate over the two-year programme.

During 2025, Goodyear also generated USD 2.3 billion from divestitures and other asset sales, including the disposal of its chemical and off-the-road tyre businesses and the Dunlop brand. The company said the proceeds were used primarily to reduce debt, exceeding its asset sale target by about USD 300 million.

For the full year, Goodyear reported net sales of USD 18.3 billion, with tyre unit volumes of 158.7m. The company recorded a net loss of USD 1.7 billion, or USD 5.99 a share, compared with net income of USD 46m a year earlier. The loss reflected several significant non-cash items, including a USD 1.5 billion deferred tax asset valuation allowance and a USD 674 million goodwill impairment charge. Adjusted net income for the year was USD 136 million, down from USD 278 million in 2024, with adjusted earnings per share of USD 0.47.

Segment operating income for the year totalled USD 1.1 billion, down from USD 1.3 billion a year earlier. Excluding divested businesses, segment operating income declined by USD 170m, reflecting lower volumes amid continued weakness in the commercial tyre market and tariff-related pressures. These effects were partly offset by restructuring benefits of USD 772 million and modest gains from price and mix.

Regional performance remained mixed. In the Americas, fourth-quarter net sales slipped slightly as volumes declined, reflecting high channel inventories of imported tyres and weaker original equipment production. Europe, the Middle East and Africa recorded higher sales, supported by pricing and currency effects, with original equipment volumes rising sharply. Asia-Pacific results declined, largely due to the sale of the off-the-road tyre business, although underlying margins improved once divestment effects were excluded.

Looking ahead, management said industry conditions were expected to remain difficult in the near term, particularly in the commercial segment. The company said it would continue to focus on cost control, pricing discipline and execution of its transformation plan to navigate the current environment.

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NEXEN TIRE has reported record annual revenue for 2025, supported by higher output from its expanded European plant and stronger regional distribution.

The South Korean tyre maker said preliminary revenue rose to around USD 2.2 billion , with operating profit of USD 117 million. The company first surpassed USD 1.4 billion in annual sales in 2019 and has now exceeded USD 2 billion for the first time, despite a volatile global trading environment.

Sales growth was driven largely by the second phase of the European plant expansion, which increased capacity and supported volumes amid trade uncertainty, including the impact of US tariffs. The company said it pursued both volume and quality growth by strengthening competitiveness across its core businesses.

In original equipment, Nexen Tire continued to expand supplies to more than 30 global carmakers, offering products for electric vehicles and internal combustion engine models. Replacement tyre sales grew steadily, supported by region-specific product strategies.

US tariffs had a limited effect on profitability, the company said. While policy uncertainty weighed on demand, Nexen mitigated the impact by diversifying distribution channels and increasing sales of larger-inch tyres to improve its product mix. Cost efficiency measures, alongside stabilising raw material prices and freight rates, also supported margins.

Alongside its earnings update, the company outlined its strategic priorities. During 2025 it launched its EV ROOT range, designed for use across both electric and conventional vehicles, and expanded original equipment partnerships, including with premium brands. It also established new overseas sales bases to strengthen regional distribution.

Product quality and management practices received external recognition. In the fourth quarter, the company’s N’FERA Sport tyre was runner-up in the tyre category at the New Product Awards at the SEMA Show in the US. Nexen Tire was also named an excellent company for quality competitiveness for the fifth consecutive year at the Korea National Quality Awards and received the Presidential Award at the Labour-Management Culture Awards.

For 2026, the company said it would respond proactively to shifting global trade policies while focusing on strengthening sales capabilities and achieving quality-led growth. Plans include sales-focused marketing to raise brand visibility, closer customer cooperation and further development of replacement tyre sales, building on the reputation of its original equipment products.

Nexen Tire said it would continue to refine its product and distribution mix, accelerate innovation using artificial intelligence and virtual technologies, and expand downstream distribution in key markets.

“Despite growing uncertainty in the global trade environment, we achieved a meaningful milestone by surpassing KRW 3 trillion in annual sales for the first time,” said John Bosco (Hyeon Suk) Kim, Chief Executive of the company. “We will continue to pursue both volume and quality growth by strengthening our product and distribution competitiveness in global markets.”

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ZEON Corporation reported higher operating income in its synthetic rubber business in the third quarter, as stronger overseas shipments and a weaker yen offset lower selling prices linked to falling raw material costs.

The elastomer business, which includes synthetic rubbers, recorded quarterly net sales of about USD 357 million, down 4 per cent year on year but up 2 per cent from the previous quarter. Operating income rose 29 per cent quarter on quarter to around USD 19 million, leaving margins broadly stable at about 5 percent.

The company said selling prices declined in line with lower raw material costs, particularly butadiene. Asian butadiene prices averaged USD 875 per tonne in the quarter, down sharply fro USD 1,306 a year earlier, easing cost pressures but weighing on revenues.

Shipment volumes of synthetic rubbers increased both year on year and quarter on quarter, supported by overseas demand, even as market conditions in China remained subdued. Zeon said general-purpose rubber shipments were driven mainly by overseas markets, while specialty rubber volumes were broadly steady in Japan and abroad.

Within the elastomer segment, latexes continued to face a prolonged supply-demand imbalance in medical and hygienic applications, leading to weaker sales. Operating income in the sub-segment nevertheless improved as selling, general and administrative expenses declined. Chemicals sales were lower year on year, reflecting weaker demand for adhesive tapes and labels, although quarterly results benefited from currency effects and lower raw material prices.

For the nine months to December, operating income in the elastomer business increased to about USD 61 million, up from around USD 58  million a year earlier, despite cumulative net sales falling to approximately USD 1.08 billon. Zeon attributed the improvement to cost reductions, lower ocean freight costs and favourable exchange rates, partially offset by lower selling prices and reduced shipment volumes.

Looking ahead, the company said shipments of synthetic rubbers are expected to decline seasonally in the final quarter, which could pressure unit margins as production volumes fall. Zeon has assumed an Asian butadiene price of $950 per tonne for the fourth quarter and said currency movements would remain a key factor in earnings performance.

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JK Tyre is preparing to step up exports from India to the United States as a long-awaited Indo-US trade agreement moves closer to completion, even as the company continues to serve the American market through its Mexico subsidiary to navigate existing tariff structures.

Speaking at the company’s FY26 third-quarter media briefing, Managing Director Anshuman Singhania said that JK Tyre expected tyres made in India to secure a favourable position compared with imports into the US from Vietnam and other Southeast Asian countries once the agreement is signed.

“We expect to be either at par or in a better position. Once there is clarity on the duty structure, we will step up exports from India to the US,” he said, adding that clarity on the agreement was expected shortly and that the company would study the fine print before acting.

For now, JK Tyre maintains its presence in the US through JK Tornel, its Mexico-based subsidiary, where passenger car tyres attract almost zero duty into the American market. Earlier, around 3-4 percent of the company’s total revenue came from exports to the US, a share that could be reinstated depending on the final contours of the trade deal.

The company is also closely watching progress on a separate trade agreement between India and the European Union, which it believes could further improve export prospects for Indian tyre makers once signed by all member countries.

A strategic hedge

JK Tornel’s role in the company’s export strategy has become more prominent amid trade uncertainties. The Mexico arm allows JK Tyre to continue servicing the US market while India-US trade terms remain under negotiation.

Singhania made it clear that JK Tyre is ‘not giving up’ on the US market. Instead, it is using geography and duty structures to its advantage while awaiting clarity that could make India a viable export base again.

The management noted that, at times, strong domestic demand makes it more prudent to prioritise India over exports to the US. However, with additional capacities coming on stream, JK Tyre expects to have greater headroom to participate more aggressively in overseas markets.

While export strategy is evolving, the company’s current momentum is firmly anchored in the domestic market.

JK Tyre reported strong traction across both OEM and replacement segments, supported by festive demand, GST-led formalisation benefits and positive rural sentiment. Domestic volumes grew 16 percent year on year.

Replacement volumes rose 11–12 percent, while OEM volumes grew between 24 percent and 27 percent, reflecting robust demand from vehicle manufacturers.

A key driver has been the rebound in the commercial vehicle (CV) segment, which had remained subdued for nearly 18 months. JK Tyre, which commands one of the highest market shares in this category, is seeing renewed traction as freight movement and trucking activity improve.

The passenger vehicle OEM segment is also witnessing healthy momentum, contributing to overall growth across segments.

Market shifts

Singhania highlighted a visible shift in market demand towards premium tyres and larger rim sizes. The company is positioning itself to benefit from this trend by expanding its passenger car radial (PCR) portfolio and developing multiple sizes for export markets, particularly Europe.

The company has secured new OEM approvals to supply tyres for electric vehicle variants such as the Hyundai Creta EV and Tata Punch EV. The newly launched Renault Duster also features JK Tyre’s 18-inch Ranger HPE tyres.

The executive indicated that premiumisation and EV-linked demand are becoming structural drivers in the passenger vehicle tyre segment.

The company has announced an investment of INR 11.3 billion to expand capacity in truck and bus radials (TBR), PCR and other segments across multiple locations. This will increase overall capacity by nearly seven percent.

This follows a recently completed INR 15 billion expansion in PCR tyres that increased capacity by around 26 percent. On this expanded base, the company will now add another 4-5 percent capacity in passenger vehicle tyres.

Company Executives noted that this capacity addition would provide additional headroom to cater to both domestic growth and export opportunities once trade conditions become favourable.

The recent merger of subsidiary Cavendish Industries (CIL) into JK Tyre, completed in December, is expected to significantly improve operating efficiency and financial flexibility.

With the integration, JK Tyre now has full access to capacities at the Laksar and Tripura plants. While these capacities were earlier consolidated operationally, company officials said that the merger would now allow better realisation of large-scale synergies.

JK Tyre will also leverage its marketing and service network for CIL products. Importantly, the parent company’s higher credit rating will result in lower interest costs for working capital and term loans previously availed by CIL, which had an A+ rating.

The company expects overhead savings, interest cost reductions and operational efficiencies to support faster expansion.

Material outlook

Addressing concerns around commodity price volatility, Singhania said that the raw material basket saw a decline of nearly one percent during Q2 and Q3.

Going forward, raw material prices are expected to remain range-bound within 1–2 percent. Even if there is a marginal rise, JK Tyre believes strong demand conditions will allow it to pass on costs without disturbing margins.

“We do not see anything that may disturb the apple cart,” Singhania said.

He also announced that the company had earned a Silver rating in the latest EcoVadis ESG assessment, placing it among the top seven percent of companies globally.

The company said this recognition reflects its performance across sustainability pillars and aligns with its vision of becoming a green company by 2050.

A record quarter

JK Tyre reported its highest-ever consolidated quarterly revenue of INR 42.35 billion in Q3 FY26, up 15 percent year-on-year. EBITDA stood at INR 5.83 billion with margins expanding sharply to 13.8 percent, a rise of 470 basis points year on year.

Profit after tax surged 3.7 times to INR 2.9 billion compared with INR 570 million in the same quarter last year. Domestic volume growth stood at 16 percent while export volumes grew nine percent, even though overall export revenues were described as flattish due to geopolitical uncertainties.

JK Tornel reported a 21 percent rise in turnover to INR 6.16 billion from INR 5.07 billion a year earlier.

Company officials attributed the margin expansion to operating leverage, execution focus and benign raw material prices.

Singhania indicated that demand visibility for 2026–27 remains strong with particular optimism for the first half of FY27. All segments including OEM, replacement, domestic and exports are expected to see growth.

For JK Tyre, the convergence of strong domestic demand, expanded capacity, merger synergies and potential trade advantages could determine whether India re-emerges as a meaningful export base for the US and Europe.

Not as a return to the past, executives suggested, but as a fresh opportunity built on scale, efficiency and a more premium product mix.

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