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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Kuraray America, Inc. (KAI) took part in the Women's Leadership Luncheon organised by the Economic Alliance Houston Port Region's Women In Alliance, held at San Jacinto College. The gathering drew women from throughout the Houston Port Region to exchange professional experiences, build connections and encourage the next generation of women leaders.

Andrea Cavalier, Principal Engineer at Kuraray America, Inc., noted that as she nears the later stages of her career, she has come to value how much can be learned from people at different points in their professional journeys. Her remarks underscored KAI's view that leadership growth is an ongoing process enriched by connections across career stages.

The event's centerpiece was a fireside chat titled ‘Beyond the Arena: Saddled for Success’, featuring Pat Mann Phillips, past Chairman of the Board for the Houston Livestock Show and Rodeo, with Nellie Baktashi Macaluso moderating. The conversation explored leadership, career development and spotting chances for personal and professional growth, highlighting three lessons: building trust through credibility and authenticity, embracing challenges by stepping outside familiar situations and knowing one's worth by recognising individual strengths and contributions.

Cavalier further stressed that leadership extends beyond personal success to using experience to create opportunities for others. That outlook mirrors Kuraray America's emphasis on mentorship, collaboration and continuous learning, where employees at all stages share knowledge and support one another.

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Pirelli has unveiled the ANGEL GT III, a new radial Sport Touring tyre that combines easier, improved handling with enhanced wet-weather capabilities and more consistent performance across its service life while retaining the brand's sporting DNA. The rear tyre is built for greater durability and reduced rolling noise compared with other ANGEL family products, thanks to a new tread pattern, and it carries a high-contrast sidewall with the ANGEL symbol and Gran Turismo lettering.

Scheduled for availability from early 2027, the tyre is the fourth generation of the ANGEL family, which began with the ANGEL ST and evolved through the ANGEL GT and ANGEL GT II. Over the past 15 years, the range has helped raise standards in the radial Sport Touring segment for riders seeking a balance of sporty performance, riding enjoyment and long-distance touring capability, supporting Pirelli's steady expansion in one of the European market's most important segments. Each generation has brought technological and performance advances, earning growing rider recognition and strengthening the brand's presence.

Designed for modern mid- and large-displacement Sport Touring, Crossover and Naked motorcycles, the ANGEL GT III pursues a clear objective: Pirelli's interpretation of the Gran Turismo riding experience, with high levels of control, comfort and riding enjoyment. Dedicated work to reduce rear-tyre rolling noise further enhances touring comfort, an especially important consideration for long-distance riders, with the resulting reduction in fatigue benefiting both journey enjoyment and overall control.

The tyre's standout characteristic is improved easier handling, a trait particularly valued by riders in this category. Pirelli's designers aimed to make motorcycles feel more intuitive, smoother and less demanding in everyday use and on long journeys while preserving the precision and responsiveness of the brand's sporting DNA. Wet performance also received particular attention, with the tyre designed to deliver confidence and control on wet, low-grip roads, raising standards set by previous generations.

Consistency throughout the service life was another key focus. Extensive development work sought more uniform dynamic characteristics over time, even as wear increases, so riders retain high levels of control and enjoyment. While improving comfort and ease, the tyre remains true to Pirelli's heritage, its focus on sport performance, steering precision and support during spirited riding reaffirming a distinctive character over long distances.

Aesthetically, the ANGEL GT III evolves the family's visual identity, its new tread pattern reinterpreting signature ANGEL graphic elements while expressing clear stylistic evolution. The high-contrast sidewall, with the iconic ANGEL logo and Gran Turismo lettering, references an Italian motorcycling concept of travelling swiftly, comfortably and in style. Pirelli frames the launch as a new Sport Touring chapter and a renewed commitment to innovation and raising segment standards.

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Sri Trang Group has earned the CAC Change Agent Award 2026 from the Thai Private Sector Collective Action Against Corruption (CAC), with the honour collected by Veerasith Sinchareonkul, Chief Executive Officer of Sri Trang Agro-Industry Public Company Limited (STA), alongside Vitanath Sincharoenkul, Chairman of the Executive Committee of Sri Trang Gloves (Thailand) Public Company Limited (STGT). The presentation formed part of the CAC Annual Conference 2026, convened around the theme of business integrity and collective action for Thailand's OECD journey, and was presided over by Rapee Sucharitakul, Chairman of the Thai Institute of Directors Association and of CAC, at the Stock Exchange of Thailand on 4 November 2026.

The award represents a fourth successive year of recognition for STA, while STGT secures its second. Across the Group, anti-corruption serves as a foundational corporate policy shaping the conduct of directors, executives and employees through explicit guidelines and measures that undergo periodic review to stay attuned to shifting circumstances and applicable standards. The Group further encourages cooperation with suppliers and business partners, nurturing a culture of transparency and accountability that reinforces confidence among all stakeholders.

Bestowed upon organisations that meaningfully advance transparency and sound corporate governance while carrying collective anti-corruption action into supplier networks and the wider business community, the accolade mirrors Sri Trang Group's resolve to lift responsible business conduct standards and weave anti-corruption collaboration across its entire value chain.

Veerasith Sinchareonkul, Chief Executive Officer, STA, said, “Receiving the CAC Change Agent Award 2026 is a source of pride that reflects our commitment to conducting business transparently, upholding good corporate governance and consistently combating corruption. It also recognises our role in extending collective action to suppliers and business partners to raise standards of ethical business conduct throughout the value chain. We firmly believe that good corporate governance is the foundation of sustainable growth and that trust must be earned through action.

“As a group whose operations span the entire natural rubber industry, from upstream to downstream, we are committed to driving change from within by embedding transparency and accountability in every process. We also cultivate a culture of zero tolerance for corruption and extend these principles to our suppliers and business partners, encouraging them to uphold the same ethical standards. We place particular emphasis on whistleblowing and encourage employees, suppliers and other stakeholders to remain vigilant and report suspected corruption so that concerns can be appropriately investigated and addressed.

“Translating good corporate governance into tangible outcomes is central to the role we embrace as a Change Agent. Creating a transparent and fair business environment requires collaboration and action across all sectors. This award provides further impetus for Sri Trang Group to strengthen corporate governance, reinforce a culture of transparency and expand anti-corruption collaboration throughout the value chain. Through these efforts, we aim to ensure that business growth goes hand in hand with stakeholder confidence while contributing to the long-term strength and sustainability of Thailand’s business sector.”

Vitanath Sincharoenkul, Chairman of Executive Committee of STGT, said, “Receiving the CAC Change Agent Award for the second consecutive year is an honour and a source of pride for our organisation. This achievement reflects the collective efforts of our people to uphold integrity and transparency in the way we conduct business. It is the result of everyone’s commitment to good corporate governance and to fulfilling their responsibilities transparently, ethically and accountably – principles that have become an integral part of our corporate culture. I would like to thank everyone who has contributed, especially our suppliers and business partners, for helping translate our commitment into tangible results. For STGT, trust is something we must uphold at every stage of our business. This award motivates us to continually raise our standards by building employee awareness, promoting accountable and verifiable work processes, and encouraging everyone to stand up for what is right, ensuring that anti-corruption principles are put into practice throughout the supply chain.

“Our commitment to transparency and anti-corruption is fundamental to putting our ‘Clean World Clean Gloves (CWCG)’ approach into practice. Environmental and social responsibility must be grounded in ethical, transparent and accountable business conduct. We therefore strive to apply good corporate governance principles at every level of our operations, ensuring that the delivery of quality rubber gloves goes hand in hand with building trust in our organisation. This prestigious award further motivates STGT to advance its corporate governance standards and strengthen a culture of integrity, transparency and accountability in line with our core values, supporting stable, long-term growth.”

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TyreSafe, UK’s leading tyre safety charity, has published an analysis of nearly 137,000 vans showing that a tyre advisory at MOT is a strong predictor of future dangerous defects, with the risk doubling for larger vans in the 3–3.5 tonne class. The organisation is calling on fleets to treat every advisory as a task requiring completion rather than a mere annotation on a certificate.

According to the study of DVSA MOT data, vans that received a tyre advisory were almost twice as likely to present a dangerous tyre defect at their next test. Roughly 1 in 14 vans with an advisory, or 7.0 percent, had a dangerous tyre defect at the following MOT, compared with about 1 in 28, or 3.6 percent, of those without an advisory. For vans weighing 3–3.5 tonnes, the figures rose to 6.3 percent against 3.0 percent, a doubling of risk that persisted even after accounting for vehicle age.

The scale of the problem is considerable. Of the nearly 27,600 vans issued a tyre advisory in February 2024, more than 1,900 returned in February 2025 with a defect graded Dangerous, a classification meaning the vehicle should not be driven until repaired. In around 3 in 10 van tyre failures, the issue had already been flagged at the previous MOT, suggesting the warning was often available in advance.

Roadside evidence reinforces the pattern. Tyres are the most frequent reason DVSA takes action against a van, and between April and June 2026 tyre condition was the top prohibition defect, recorded against 22.7 percent of vans inspected. Because DVSA targets vans suspected of being overloaded or unroadworthy, the figure is not representative of all vans, but it illustrates how often neglected tyres put a working vehicle out of service.

The business consequences are significant. With 4.89 million vans licensed in the UK covering around one mile in every six driven on British roads, and about one in five work-related collision vehicles being a van, employers face a clear legal duty to manage work-related driving risks. A van off the road also means missed jobs and lost income.

TyreSafe advises fleet managers to log every tyre advisory with a repair or re-inspection date, confirm and record its resolution, incorporate tyres into daily walkaround checks, set pressures according to manufacturer figures for the load carried and ensure wheel nuts are torqued and re-checked after any wheel removal. Drivers are urged to follow the ACT routine: checking air pressure with an accurate gauge, inspecting condition for cuts, bulges, cracks, embedded objects and uneven wear and verifying tread depth against the 1.6 mm legal minimum for vans up to 3.5 tonnes. The release is the first in a weekly series on tyre safety and fleet risk management.

Stuart Lovatt, Chairman, TyreSafe, said, “An MOT tyre advisory is an early warning, and our analysis shows it is a reliable one. Vans that get one are almost twice as likely to have a dangerous tyre a year later. That is a risk to the driver, to everyone around them, and to the business that depends on that van. Fleet managers already have this information on the MOT certificate. The fix is simple: treat every tyre advisory as a job with a deadline, and make sure drivers ACT on their tyres every day."

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