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. has announced that Project Kuralytix has secured a finalist position in the 2026 IChemE Global Awards, a competition run by the Institution of Chemical Engineers. The entry, officially titled ‘Project Kuralytix: Unifying Five Legacy Systems for Predictive Reliability at Kuraray America’, sits among six shortlisted candidates in the Digitalization, AI and Automation Award category, which celebrates creative deployment of digital tools across chemical engineering.

The La Porte, Texas, facility serves as the backdrop for this initiative, which takes on a persistent industry hurdle: making sense of enormous volumes of operational and reliability data so that decisions can be reached swiftly and with greater confidence. Through a partnership with Pinnacle and its Newton platform, five formerly siloed systems were merged into one cohesive reliability platform. The blending of machine learning with quantitative reliability optimisation empowers teams to forecast equipment breakdowns, weigh their potential operational fallout, sequence maintenance tasks and channel resources towards maximum benefit.

Demonstrated results underscore how analytics can reshape manufacturing reliability management. The effort revealed avenues for trimming process-related reliability losses and assisted in sidestepping production interruptions by flagging equipment decay earlier. Reliability calculations that once consumed days now finish in minutes, while maintenance strategy shifts from reactive, time-based choices toward proactive, data-driven reliability management. Taken together, these improvements reinforce asset reliability, bolster process safety and yield quantifiable operational value.

Kuraray America conveyed pride in earning international acknowledgment alongside fellow organisations propelling chemical engineering innovation. The distinction reflects the teamwork, technical proficiency, and commitment of the La Porte team and its Pinnacle collaborators, whose efforts brought Project Kuralytix to fruition. The company voiced gratitude to all contributors to the project's development and rollout, citing Charles Neal, Daniel Velasquez, Jennifer Lawrence and Kevin Birkby.

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Yokohama Tire Corporation has notified NHTSA of a voluntarily recall covering two sizes of its GEOLANDAR M/T G003 Light Truck tyre line. The affected sizes are LT245/75R16 120/116Q and LT285/70R17 121/118Q, produced at the company's Mie Plant in Japan from 31 May to 6 June 2026. Approximately 610 tyres are believed to be involved in the action.

Initiated in accordance with NHTSA regulations, the recall stems from the possible use of an improper compound in the sidewall during manufacturing. Reduced adhesion could lead to carcass-ply separation, air leakage or rapid air loss. Such loss of inflation pressure may diminish vehicle control and heighten crash risk.

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Scandinavian Enviro Systems AB (publ) has adopted a revised reorganisation plan proposal, including a debt settlement, as it continues through company reorganisation proceedings that began on 27 February 2026. The new proposal supersedes the version published on 26 August 2026 and centres chiefly on reclassifying affected parties into groups. The reorganisation, initiated by a Gothenburg District Court decision, has been extended twice, most recently until 27 November 2026.

The earlier plan was circulated to affected parties in late August, and feedback received since then, together with the Company's own deliberations, prompted the revised submission. Under the new classification, five groups remain, but the former Group A – comprising creditors asserting a right of retention – has been removed, with those creditors moved into the non-preferential category. Group A now contains only the Company's auditor, PwC, whose statutory audit claim is treated as preferential and slated for full payment. Enviro has asked the retention-asserting creditors to substantiate their rights without success, and it considers preferential treatment unwarranted, especially as the property concerned holds no going-concern value for the Company.

The settlement terms for remaining creditors are untouched: public-law claimants and non-related non-preferential creditors are offered 30 percent, while related creditors receive nothing. Payments fall due within three months of the plan gaining final, non-appealable status, though disputed claims await final resolution or binding settlement. Financing comes from a convertible loan and warrants arrangement concluded with Nordic Restructuring and Growth Capital 1 on 26 August 2026, with SEK 35 million earmarked for the settlement as new financing carrying a general right of priority.

The revisions aim to produce a grouping that accurately mirrors creditors' legal standing, thereby yielding a plan capable of adoption by affected parties and confirmation by the district court. The revised proposal will accompany the reorganisation administrator's report when sent to affected parties, and Enviro plans to seek plan proceedings shortly, at which point voting will take place. The full revised plan will be available on the company website.

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Giti Tire has secured a Guinness World Records title for the highest speed achieved by electric vehicle tyres, following a run in which its specially engineered GitiSport e.GTR2 Pro tyres reached 503.17 kmph (312.65 mph). The record was set on 1 November 2026 on a specially secured section of the Sheikh Khalifa Bin Zayed International Road (E11) in Abu Dhabi’s Al Dhafra Region, surpassing the previous benchmark of 496.22 kmph set at ATP Papenburg in Germany in September 2025.

The achievement was marked on 6 November 2026 at a ‘Celebration of Speed’ event at Burj Khalifa in Dubai, where Dr Enki Tan, Executive Chairman of Giti Tire Group, received the official Guinness World Records certificate. German professional racing driver Marc Basseng drove the YANGWANG U9 Xtreme during the record-setting attempt.

The GitiSport e.GTR2 Pro resulted from more than three years of collaborative development, engineering innovation and rigorous testing. Designed to withstand the extreme forces of an electric hypercar producing over 3,000 PS, the bespoke tyre features high-strength aramid fibre reinforcement and a specialised racing profile. Giti’s engineers worked closely with YANGWANG and Basseng throughout the programme, refining performance according to vehicle dynamics, aerodynamic changes and driving feedback, and further optimised the tyres for the Abu Dhabi highway conditions with critical technical support.

For Giti Tire, the title reflects the strength of its international research and development network, technical expertise and ability to collaborate with leading manufacturers on demanding projects. With 75 years of tyre manufacturing experience and a presence in more than 130 countries, the company continues advancing engineering capabilities across passenger car, commercial vehicle and high-performance tyres. Its expertise is recognised through extensive Original Equipment partnerships, and lessons from extreme-speed projects contribute to wider development priorities including braking, handling, comfort, efficiency and durability.

Basseng said, “When you're pushing the limits of speed, confidence is everything. Having worked closely with Giti's engineers throughout this journey, I've developed tremendous trust in their expertise, dedication and attention to detail. Knowing that every detail had been carefully tested, checked and prepared gave me the confidence to focus entirely on driving and push beyond what we had previously achieved.”

Dr Tan said, “This will be marked as a true Milestone in Automotive history, going beyond 500kmph in an electric vehicle is an industry game changer. Giti and YANGWANG have together pushed beyond the limits of technology to attain the ‘Highest Speed Achieved by Electric Vehicle Tires’. This achievement is a testament to innovation, dedication and the relentless pursuit of excellence demonstrated by our global research and development teams. We engineer tyres that perform under the most extreme conditions. Beyond setting records, this partnership reinforces our commitment to advancing tyre technology, delivering innovative solutions for the evolving automotive industry and inspiring greater confidence in the Giti brand among vehicle manufacturers and motorists worldwide.”

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