Six currencies, with an estimated population of 184 million - the East African community exists around the Great Lakes Region. “The Cradle of Mankind” is what it is called. This region lies in the heart of Africa and is home to both flora and fauna as it may have existed in the primordial times, undisturbed – SMART.

Mobility has changed considerably in this region by the way the tyres here have found their way into this market. In 1998, Truck Tubeless Tyre Conversions began in Kenya and quickly spread out to the neighboring regions. Presently 95% of the tyres found in fleets are tubeless and there is 100% conversion rate on Passenger and 4x4 range of vehicles. It was the SMART thing to do. The millennium saw an influx of Fleet Management softwares, Tyre Management Contracts, with the help of Budini Tyre Management Software. Unprecedented tyre training, growing investments in tyre machinery, tools and accessories investments. Technology and processes peaked and the bubble burst.

On the tyre spectrum 12.00R20, which was the predominant tyre size, was replaced by the low profile 315/80R22.5 (not the 13R22.5) which continues to hog 60% of the truck tyre market. The 8.25R16 was replaced by the 265/70R19.5 and 295/80R22.5 (together with 12R22.5) replaced 11.00R20. On the tyre spectrum and front we were ahead of developed, space (nuclear) age countries like India and the Gulf where tubeless conversions were less and the predominant sizes remained to be 10.00R20 and 12.00R24 respectively.

Tubeless rims became the order of the day and even when Trilex Split rims (80 years technology) are still in use in the Gulf. For a market that churns out approximately 600,000 trucks tyre casings per year, tyre retreading is the environmentally SMART thing to do. The cold procured tread process replaced the hot casing damaging process.  East Africa has not been left  SMARTing in this field either.

What went wrong:

1.  Intelligent Organisations. Any intelligent system must be data-driven

The primary objective of any successful organisation is to analyse large pools of data accumulated over long periods of time in their areas of operations (This includes transporters, tyre importers and distributors and tyre manufacturers). Increasingly organisational decisions are NOT taken by managers’ intuition and common sense but algorithms and data derived electronically from recording of our interactions and experiences with customers. Selling tyres has ceased to be a contact sport it has degenerated in some quarters into a Nintendo like encounter.

Intelligent organisations normally SCALE (Sense, Comprehend, Act, Learn and Explain) their environment with managers/ owners / directors ceding authority over certain decisions while acquiring new capabilities and roles for themselves. As conjoined twins, SMART (Specific, Measurable, Achievable, Realistic, Timely) and SCALE goals must be matched.

Let me give illustration with a story. In Africa we love to do so. Reader’s discretion is advised!

A (SMART) priest arrived late at the foot of Mt. Kilimanjaro, Africa’s tallest mountain, for a climbing expedition the following day. Exhausted, he searched for a room in the nearest inn. Only one room was available which he was requested by the motel owner to share with a beautiful lady wearing a stunning fishy (SCALEy) dress who had arrived late for the same expedition. To make matters worse, there was only one mattress. The exhausted lady prepared and slept on one side of the mattress, while the honorable  priest laid the sheet and slept on the cold floor two meters away. The following morning at the breakfast table the priest formally introduced himself to the beautiful lady as asked her where she was from. She on the other hand enquired of the priest as to his mission at the Kilimanjaro. “ I have come to climb and conquer this greatest mountain in Mother Africa,” he said proudly trying to impress her. She paused and after a sigh said to  the priest in a low voice, “Tell me exactly how you intend to climb this mountain when you cannot SCALE up a six-inch mattress?!”  Moral of the story: No matter how good your SMART goals are, you must act on SCALE-ing the heights.

2. Smart Technologies portend a smart working force

Tony Nicolini – Founder of the Budini Tyre Software and Systems, puts it beautifully when he says “Technology is only as smart as the users want it to be.”  The exponential growth of data capturing capability has not been matched by its harnessing and channeling into useful avenues largely because investments are low in the field of tyre education and  tyre infrastructure. Having experience Tyre related trainings in different parts of the world, our region receives but a trickle of the much-needed skill laced training that would sharpen their senses in order to tyre SCALE better.

The three aspects related to Smart Tyre Technology are:

Smart transporters

Zul is a transporter who runs a successful bus company. Operating from the heart of Nairobi, to most parts of Kenya. He keeps meticulous records on all his tyre records. These records were the basis for decision making for a transport company that has had the least number of fatalities in the country. Zul represents about 5% of transporters in this region who have scrupulous, readily available  data that is open to scrutiny not only by his own company but can be used by suppliers.

In 2012 I had a chance to visit Tyre Heaven, a company in Sao Paulo. They invited Nicolini (Budini) and me to visit their premises. With over 700 trucks and trailers, there were there only three persons working in the tyre department. Cradle-to-Grave tyre data is maintained for all tyres. Once or twice a year, like a pilgrimage, representatives major tyre suppliers congregate in the transport premises to tender openly for 8,000 tyres.

Smart processes

Special Sales approaches to the market determine the success or failure or a sales person. Many transporters, tyre importers or dealers approach to own products with little comprehension on the conditions of use. Mismatch between tyres and vehicles, tyre and routes, have only added to the chagrin on the end-user. Professional ethics prohibit me from dwelling too much into these sales processes to end-users and dealers, but to say the least, these methodical approaches have no substitute. As a result of tyres being treated as a commodity, where price is the only point of discussion, SMART tyres with lipstick and high-heels have found their way into a hostile market that has unpaved roads, untrained staff and uncaring drivers in some instances.

The readers of this article may have had access to better tyre optimisation processes than the ones I will mention below. Yet I can say without a doubt now will match the dedication and follow-up that is offered by the Budini Tyre Management Systems.

• The Tyre Optimisation Process is a non-patented process that was arrived at by a team of tyre experts on casing (yet not tyre optimisation) in order to achieve the lowest cost per Kilometer in a particular fleet. Pocket Suit, Survey Web and TMS are worth a glance.

Feature Benefits and Evidence (FABEs) is the way tyres were sold, sadly price has over-shadowed all three since both  the purchaser nor the seller are reluctant to discuss the matters relating to performance. Benchmarking of tyre mileages across fleets is more often than not misleading.

Smart sales people

Ajay, Yves, Mick and Tony belong to a fading rare breed of people who were tyre  fleet problem solvers. These gate-keepers and well-trained mentors in process described above played and continued to give solutions and on-site training in the harsh environments. What is common about this people in how  SMART or wise they are. It is the extremely long span of attention they dedicate in their line of duty. It is therefore worrying that today when the tyre is being treated as a commodity and not a Safety Engineering piece of equipment, Africa and Africans without secure gate keepers and anti-dumping laws will fall prey to fast talking sales persons with tik-tok attention spans. If I were to be the Chief Tyre General –  Certain Tyres would only be sold on prescriptions.

In  South Africa, it was uncommon for representatives of different companies to meet at a major transporter and conduct a joint scrap and claim analysis. Just like doctors conducting a post-mortem, sample casings from each brand would be analysed and reported before they would rest back for a Friday  Brae and Beer. SMART. I know this may be happening in other parts of the word any it is the reason we now have the Radial Tyre Damage Book.

RFID, push alerts, Translogic tools, TPMS (Tire Pressure Monitoring Systems) are all example of Smart technologies that many sales persons, managers, owners and directors are aware of but are not capable of implementing just yet. However, training might be that essential key that unlocks the thirst for the much-needed necessities.

I end this article with the SMARTest thing I have heard this year and maybe for a long time. It comes from a great mind in Tyre Management “It does not matter how you record (label) tyres in whatever system you have….what matters is what you do with that tyre after that. A basic tyre system understood by all is the best way to involve others and come out with shining success. It beats even the tyre RFID systems - Marcio Olievera (Budini Systems – SMARTyre SCALER).

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Tegeta Holding and Tegeta Green Planet have joined a large-scale greening campaign to restore the Rustavi riparian forest along the Mtkvari River. The initiative, implemented in partnership with Rustavi City Hall and Georgia’s Ministry of Environmental Protection and Agriculture, aims to rehabilitate one of the city’s most vital ecological zones.

During the latest phase of the project, employees of Tegeta Holding took part in tree planting alongside volunteers, while representatives of Tegeta Green Planet engaged participants in discussions on circular economy principles and environmental responsibility. The first stage of the restoration plan includes planting 10,000 endemic trees and plants, funded by the Environmental Protection Fund.

The Rustavi riparian forest, stretching approximately 300 hectares between the old and new bridges, serves as a natural air filtration zone for the city’s industrial area and hosts around 140 bird species. Beyond restoring native flora, the project also envisions developing picnic and tourist infrastructure, with active involvement from local youth, athletes, actor, and private sector members as part of corporate social responsibility efforts.

Parallel to the greening campaign, Tegeta Holding launched an internal Green Challenge for its employees, organising a paper collection point at its headquarters and across its branches. Nearly one tonne of waste paper was collected and sent to a recycling partner, saving an estimated 15 trees. The holding also recognised the most eco-friendly branch and department as part of the initiative.

Dedicated to Earth Day and its 2025 slogan ‘Our Power, Our Planet’, Tegeta has now participated in the riparian forest restoration for three consecutive years. Volunteers previously planted 3,000 saplings, and this year’s efforts have expanded significantly. The Green Challenge has also become an annual tradition, with over three tonnes of waste paper collected to date. In exchange, the company receives books donated to rural libraries for children.

Environmental protection remains a strategic pillar of Tegeta Holding’s corporate social responsibility. Together with Tegeta Green Planet, the company collects thousands of tonnes of automotive waste annually, including tyres, batteries and oils, for compliant recycling. It is also expanding its electric vehicle charging network, using hybrid and electric vehicles in its fleet, installing solar panels and running customer engagement campaigns such as ‘Don’t Throw It Away – Recycle It’, alongside cleaning, greening and youth education initiatives.

Mariam Japaridze, Corporate Social Responsibility Coordinator, Tegeta Holding, said, “Environmental protection and raising public awareness are among the strategic pillars of Tegeta’s corporate sustainability efforts. We are pleased that tree planting has become part of a project that aims to bring new life to the Rustavi riparian forest. Tegeta has extensive experience supporting similar initiatives. It is especially important for us that Tegeta employees themselves participated in the project. We are proud to contribute both to the greening of Rustavi and the improvement of its ecosystem, as well as to strengthening an internal organisational culture focused on collecting and recycling paper waste.”

Shalva Akhvlediani, Director, Tegeta Green Planet, said, “The activities of ‘Tegeta Green Planet’ are directly connected to environmental protection. The company’s mission is the management of specific waste streams, including recycling, recovery and processing. Alongside recycling environmentally harmful waste, we actively support initiatives focused on greening, forest restoration and ecosystem improvement. The Rustavi riparian forest once played a vital role in the life of the city, but the situation changed in the 1990s: the forest was cut down, biodiversity deteriorated and the ecosystem was damaged. At ‘Tegeta Green Planet,’ we fully understand our responsibility in helping restore this area to its original condition. We hope that such an important and large-scale project will continue in the future.”

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Zeon Corporation has announced a strategic investment to expand production capacity for dicyclopentadiene (DCPD) at its GPI plant, located within the Mizushima Plant in Kurashiki City, Okayama Prefecture. The initiative will raise DCPD output by roughly 20 percent from current levels. DCPD serves as the primary raw material for Cyclo-Olefin Polymers and COP optical film, which are central to the company’s C5 business and its growth trajectory. The new facility will secure a stable DCPD supply without boosting production of piperylene or other commodity chemical materials while also utilising previously unused components to help reduce carbon dioxide emissions. Construction is set to begin in the second half of fiscal 2026, with completion scheduled for September 2028.

The Mizushima Plant, Zeon’s flagship facility, commenced operations in 1969 and is known for the GPI process (Geon Process of Isoprene), the company’s proprietary extractive distillation technology that isolates high-purity active components from C5 fractions in naphtha. Products from this process include isoprene, DCPD, piperylene and 2-butyne, which are used in synthetic rubbers, COP, petroleum resin and synthetic aroma chemicals.

Under the company’s STAGE30 medium-term business plan, Zeon has positioned COP and COP optical film as key growth drivers, anticipating steadily expanding demand. DCPD is also a raw material for other high-profit products such as RIM compounds. To meet rising demand without procuring additional C5 fractions, Zeon developed a technology that enables the use of previously unused feedstock components. This new process is expected to cut CO2 emissions more effectively than conventional extraction methods, supporting carbon neutrality goals.

Through STAGE30, Zeon is restructuring its portfolio via selection and concentration, and this latest investment aims to boost competitiveness while further expanding the C5 business. The company continues to address market needs and societal expectations, striving to contribute to more comfortable living standards worldwide.

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Apollo Tyres Ltd has launched its first Apollo Rural Mobile Store, a new initiative aimed at improving last-mile connectivity and tyre access in rural India. The fully equipped mobile van was flagged off by company Vice President Rajesh Dahiya at a special event.

The customised vehicle travels to villages, allowing customers to explore and purchase tyres without long journeys. Stocked with a curated product range and staffed by trained representatives, the mobile store offers on‑the‑spot guidance on tyre selection, usage and maintenance. The first unit began operating in Pandavapura village, Mandya, Karnataka, with plans to deploy 25 such stores nationwide over the next 18 to 24 months.

The launch event also included a free health check‑up camp organised with the Apollo Tyres Foundation, underscoring the company’s community commitment. By combining convenience with expert support, the mobile store aims to empower rural customers to make informed decisions for safe and efficient vehicle operation.

Rajesh Dahiya, Vice President – Commercial, Apollo Tyres Ltd, said, “This initiative reflects our commitment to bridging access gaps in rural markets. By bringing our products and expertise directly to the customers’ doorstep, we aim to simplify the buying journey and ensure that even the most remote communities have access to the right mobility solutions.”

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Michelin has introduced a universal tyre digital twin, a software-driven innovation that converts real-time in-vehicle data into actionable recommendations for the vehicle or its driver. The system draws on 130 years of tyre physics expertise, combined with advanced mathematical modelling, artificial intelligence and data science algorithms. Its primary goal is to enhance road safety by enabling vehicles to anticipate their own behaviour and improve performance without relying on physical tyre sensors.

This digital twin functions as a dynamic virtual replica of any tyre, regardless of brand. It continuously analyses and predicts tyre conditions including pressure, wear, load, grip and driving environment by comparing them with live vehicle data. Rather than simply feeding information to the driver, the system directly interacts with embedded vehicle systems to optimise performance. It helps prevent aquaplaning, predict maximum grip, boost the effectiveness of ADAS functions such as ABS, monitor tyre pressure and detect overloading, allowing the vehicle to adapt braking distances by several metres and improve stability.

Drivers remain unaware of the system working behind the scenes, yet it delivers tangible benefits on every journey without requiring changes to driving habits. By supplying a continuous stream of reliable data, the digital twin also facilitates predictive maintenance, thereby extending tyre lifespan. Keeping tyres in optimal condition for longer reduces material use and mitigates the environmental impact associated with tyre lifecycles.

The Michelin solution is entirely software-enabled and uses existing in-vehicle data, requiring no additional tyre-mounted sensors. It is compatible with all tyre brands and models and can be fitted to passenger cars, trucks and self-driving shuttles. The digital twin acts as an embedded brain adapted to Software Defined Vehicle architectures, representing over 10 years of research and development secured by multiple patents and validated by millions of kilometres of testing.

With the SDV market valued at USD 213.5 billion in 2024 and projected to reach nearly USD 1,240 billion by 2030, Michelin is positioning itself as a pioneer and key partner for manufacturers transitioning to software-enabled vehicles. Major collaborations with Brembo, Hyundai, QNX, ETAS and Sonatus span fundamental research to industrial-scale integration. A recent partnership with Brembo demonstrated tangible benefits: integrating real-time tyre data into braking algorithms improved ABS performance, shortening braking distances by up to four metres and enhancing stability during hard braking.

Through its embedded digital twin, Michelin turns tyres into an invaluable data source to shape tomorrow’s mobility from within the vehicle’s data ecosystem. This breakthrough reinforces the Group’s longstanding commitment to road safety and is set to make Michelin a market leader in tyre digital twins, supporting the continuous enhancement of vehicle performance, features and user experience throughout the vehicle’s lifetime.

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