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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Sri Trang Group has been recognised by the Securities and Exchange Commission (SEC) for its efforts to promote financial and investment literacy among employees. Pacharin Anuwongwattanachai, Company Secretary of Sri Trang Agro-Industry Public Company Limited (STA), and Thanawan Sa-ngiamsak, Chief Financial Officer of Sri Trang Gloves (Thailand) Public Company Limited (STGT), accepted the ‘Organization Promoting Financial and Investment Literacy for Employees’ certificates on behalf of their respective companies. The ceremony, held under the SEC's Financial Well-being in Workplace project, took place at the Royal Thai Army Club on Vibhavadi Rangsit Road in Bangkok on 9 October 2026.

The SEC accolade underscores Sri Trang Group's dedication to sustainable business practices, especially the social pillar of sustainability that prioritises comprehensive care for employees' quality of life and well-being. STA advances financial, investment and savings literacy through structured and ongoing financial education programmes. All eight categories of the SEC's online financial and investment lessons have been integrated into the companies' self-learning platforms, allowing staff to build skills independently. Training sessions with SEC experts cover financial and investment planning for salaried employees as well as retirement planning for those aged 50 and above and investment planning tailored to individual needs.

Disciplined saving is further encouraged through income and expense tracking, financial health check-ups and discussion groups in which employees exchange insights on managing provident fund investments with expert guidance. These measures help staff strengthen financial security, ease financial worries and sustainably improve the quality of life for themselves and their families. The approach reflects the Group's care for its people alongside its commitment to good corporate governance, aligning with annual reporting disclosures and the corporate governance assessment criteria for Thai listed companies.

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Pirelli's 23-season run as sole official tyre supplier to the FIM Superbike World Championship ended at Jerez de la Frontera during the Pirelli Spanish Round. The Italian manufacturer helped shape the technical identity of the premier production-derived series through continuous product development and innovation while emphasising tyre safety and reliability and cooperating closely with organisers, the federation, manufacturers and teams.

The firm's connection to production-based motorcycle world championship racing dates back to 1989, when it debuted with the Rumi team's Honda RC30 ridden by reigning world champion Fred Merkel. The American narrowly missed the podium at Donington Park but took pole and won both Hungaroring rounds, putting him on course to defend his crown. After withdrawing from major motorcycle racing championships in the 1990s, Pirelli returned in 2004, when the WorldSBK promoter chose it as sole official tyre supplier under an arrangement that marked a turning point in international motorsport.

The company's strategy was straightforward: turning racing into a genuine development laboratory for motorcyclists. In a championship built on production-derived machines, that meant supplying tyres closely resembling products available to the public rather than solutions created exclusively for competition. Pirelli pursued innovation that progressively redefined racing tyre performance and then fed track knowledge back into its road products.

The DIABLO Superbike, launched in 2005, became a benchmark in the racing slick range, and the DIABLO Supercorsa followed in 2007 for support classes, leading in 2008 to the DIABLO Supercorsa SP road tyre. The SC0 compound arrived for the DIABLO Superbike in 2012 and reached the road range a year later. Rims changed from 16.5 to 17 inches in 2013, and 125/70 front and 200/65 rear sizes were introduced in 2018, followed by the SCX supersoft compound in 2019 and the SCQ extrasoft compound in 2022. From 2020, every class ran on slicks.

Across those 23 seasons, Pirelli's role grew into a proactive partnership supporting the championship's development, producing close relationships first with Infront and later with Dorna that extended to marketing and communication. Initiatives originally conceived for Pirelli's guests were gradually opened to the entire paddock, making the championship more attractive for supporters and a wider audience.

The 2026 season underlined that approach, with Pirelli offering riders 17 front and rear solutions combining standard range products with development specifications. The effort brought constant performance gains and fresh milestones, including 10 all-time lap records and 11 race lap records alongside significant race distance improvements. The journey spanned from James Toseland, the first world champion of the Pirelli era in 2004 aboard the Ducati 999 F04, to Nicolò Bulega, who dominated 2026 on the Ducati Panigale V4 R with wins in 36 races. As this chapter closes, the accumulated knowledge will continue to drive Pirelli's tyre development and its commitment to the highest racing levels.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “We have developed racing and road tyres for more than two decades. Although our journey in WorldSBK is coming to an end, we will continue to innovate our racing products to boost on-the-road technology and performance. For more than two decades, we turned WorldSBK into an innovation lab and helped organisers, the federation, manufacturers and teams in its evolution. By constantly creating and fine-tuning new compounds, structures and solutions, we have boosted performance and set new records year after year while also generating technology and expertise that went on to be transferred to road tyres. We pursued this quest right through the final season, and it does not end here: the experience gained in WorldSBK will continue to drive Pirelli's leading edge both in motorsport and on the road.

“Despite operating under a single-tyre supplier system and always providing competitive products, our goal has consistently been to improve our game, year after year, by offering state-of-the-art products while paying extremely close attention to market demands. This was especially true in the early years, when end users wanted and needed a pure racing product they could use on the track. We recognised that need, by continuing to develop increasingly better products, and, most of all, by introducing new race-to-road sizes, which became the new benchmark for the sports motorcycles on the market.”

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Birla Carbon has released its 14th annual Sustainability Report, titled ‘Sustainable – Work in Progress’, highlighting ongoing advancements under its ‘Share the Future’ strategy and its ambition to lead the industry.

The company secured an EcoVadis Platinum rating, ranking within the top one percent of over 150,000 assessed firms globally, and achieved a B score in both Climate and Water from CDP – the highest possible for a privately disclosing company. Its Continua SCM reached industrial scale at facilities in Europe and Asia, expanding access to circular material solutions with consistent quality and a quantified carbon footprint reduction.

Additionally, Birla Carbon’s supplier due diligence now spans all 18,171 active vendors, with continuous screening via the NAVEX RiskRate platform and no labour incidents reported to date. The company continues prioritising innovation, operational efficiency, carbon footprint reduction and stakeholder collaboration.

John Loudermilk, President and Chief Executive Officer, Birla Carbon, said, “The transition to a more sustainable future will require our industry to continually rethink how we operate, innovate and collaborate across the value chain. At Birla Carbon, we have remained steadfast in our sustainability aspirations and in supporting our customers as they advance their own sustainability goals. Even amid a year of heightened supply chain disruption and global uncertainty, we continued to move forward with our vision to ‘be the clear leader in the industry’, particularly in sustainability. Sustainability is central to how we grow and create long-term value. This is a journey of continuous progress, and while we are encouraged by how far we have come, we remain equally focused on the work still ahead.”

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Prinx Chengshan took part in the SHACMAN Group Worldwide Partnership Conference in Xi'an on 15–16 October, where dealers, key accounts and industry partners from across the globe gathered. The company attended as a core strategic partner of SHACMAN and acted as exclusive tyre sponsor of the vehicle stunt show, joining domestic and international customers to examine fresh opportunities in the global commercial vehicle sector and help shape a new model of collaborative industry growth.

Cooperation between the two firms has deepened since 2024, centring on original equipment fitment for flagship high-end models including the Delong X5000 and X6000, with products offered domestically and overseas. Dependable product quality and supply chain assurance have enabled Prinx Chengshan to grow into a core tyre supplier to SHACMAN, consistently furnishing tyre solutions for its flagship ranges.

A dedicated stunt driving segment formed part of the conference, with Prinx Chengshan as sole tyre exhibitor backing the performance vehicles. Cars fitted with Chengshan XSTANCE PRO S10 and CDR621 tyres carried out sustained drifts, high-speed turns and other demanding manoeuvres, remaining stable even under extreme conditions such as tyre burnouts and showing strong wear resistance.

Li Wenli, a three-time national truck racing annual finals champion known as China's top heavy truck driver, rated the tyres highly for grip, durability and handling stability. Live demonstration in place of specification presentations made technical strengths tangible, letting partners observe stability under extreme friction and high-torque loads.

The conference allowed the company to strengthen mutual trust and communication with SHACMAN and to showcase its commercial vehicle tyre capabilities; at its 50th anniversary milestone, Prinx Chengshan reiterated its commitment to keep improving its global service network, advance alongside SHACMAN on a new globalisation journey and help build an industrial ecosystem defined by mutual benefit and collaborative development.

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