Until the start of vaccination, so many deaths and blockages shut down the industry, as well as businesses and individuals. The lack of labour and consumers only brought uncertainty to people's lives. No one, including governments, was able to overcome all the unknowns.

Later, people began to learn to live with this virus and to learn facilities for practicing social distancing and other preventive measures to reduce the spread of germs. Then the daily life went to normal by half. Consumer markets have started offering services with social distancing.

Then, large companies launched initiatives for the vaccination of employees and some promoted the payment of about USD$ 25 as a bonus for the first volunteers. Employees began to work in stores under pandemic conditions. So, it is the same in tyre shops, for example, to help and maintain the tyres of customers' cars in good condition, which of course ensured mobility in cities so that vehicles let vehicles circulate on the road . People could get the food, medicine, supplies and medical care they need.

Manufacturers should sometimes be able to collaborate with competitors to survive together in tough days.

Sustainability has never been more worth talking about in recent decades to be a legitimate topic on pandemic dates.  One thing is for sure, at the same time, we can never know which companies have really benefited from being willing to invest in the past with a desire to make the business sustainable in the future. We will reach and appreciate these businesses later, as accurate tax and market data as a primary result of a successful business emerges after three consecutive years.

Anyone who has taken seriously the alerts of a post-2015 virus that could one day be a reality and a threat to humanity and go unchecked in nearly three years is supposed to be ready for pandemic dates. Is it really possible to take such a viral effect into account in the risk analysis? But if so, this company is already at least six years ahead of its competition.

We never forget that keeping reliable and loyal consumers is our future.

Today, many industries must survive with material suppliers, customers and its service providers. We can add its competitors as a fourth pole at the corner its competitors,. sSo that companies in the same category should move together and collaborate in difficult days. Suppose Suppose they accept each other's stronger side in a part of the main processes, it might help better in that specific part, s. So that sustainability is ensured for the sake of sociality and economy.

As a sustainable business continuity in raw materials, services, market consistency, health and safety of white and blue colours, loyalty and morals of employees, reliability of energy sources and capacity manufacturing operations. Any production company that never lacks the above can be successful and be considered ‘“sustainable”’ in the medium term. In the long term, the requirements of the environmental authorities must be respected;, social projects must be distributed among the employees.

A real investment in the company's brand must be made. It is sure that the ‘“No Waste’” and ‘“Green Company’” image reinforces the company's brand. May all of these lead the company to establishing production lines that consume less energy and are more efficient. Roof or wall solar collectors, rainwater harvesting pipes, efficient coolers, pumps and electric motors are expected to follow so far to be more durable.

Any tyre manufacturer responding to dealer demand and capable of producing with a minimum number of references will have a head start and make the difference in terms of efficiency.

A cumbersome problem for tyre manufacturers is carrying the heavy size list as production gum . Any tyre manufacturer responding to dealer demand and capable of producing with a minimum number of references will have a head start and make the difference in terms of efficiency.

What about reliable and loyal consumers? We have to bear in mind that consumers are our future. Any excessive savings, if it means reluctance in services or compromises on quality, will result in days of unemployment after a while. Thus, a well-adapted balance between costs and savings is always to be favoured in terms of sustainability.

A cumbersome problem for tyre manufacturers is carrying the heavy size list as production gum  even though they still cannot meet the needs of retailers. Retail stores can only cover 10 percent% to 45 percent% of the demand for walk-in customers. On the other hand, tyre manufacturers can meet dealer needs around 50 percent or 75 percent of orders, while supplying that amount with overproduction and heavy SKUs.

Another headache is the production of winter tyres in the summer, although sales are highly dependent on the severity of winter and upcoming snowfall. Tyre manufacturers often have to overproduce and have a large inventory. In recent years, the climate has changed the practices and the ability to estimate winter tyre sales mainly in Europe.

Therefore, any tyre manufacturer that meets dealer demand and is able to produce a minimum number of SKUs will have a head start and make a difference in terms of efficiency.

Anti-climax after stopping production for some reason of uncertainty is more costly.

After the long days of pandemic, which still affects the daily life of human beings, sustainability has become a matter of vitality for most companies. Lost markets can be won over time, but a climax after production ceases for some reason of uncertainty would be more costly.

The truths of having greener products, grasping the digitiszation movement and mobility trends, efficiency improvements, well-organiszed material sourcing, skills development in manufacturing operations, systematic management of product development and R&D activities, the search for alternatives for automation and artificial intelligence are still vital but not much more valuable than being sufficiently sustainable.

We must keep in mind that we are primarily victims of our own behaviours, decisions and actions. It is important to be progressive in the correct initiatives. So tyre manufacturers who manage a well-developed framework for change and agile strategies will win.

We must keep in mind that we are primarily victims of our own behaviours, decisions and actions.  To be progressive in the correct initiatives is inevitable to support. (TT)

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Triangle Tyre has entered into a 10-year exclusive distribution partnership with Titan International, a leading name in off the road tyre and wheel manufacturing based in West Chicago, Illinois. Under this strategic agreement, Titan gains sole rights to distribute Triangle and Diamondback branded OTR tyres throughout United States.

Under the terms of the deal, Triangle Tyre oversees product supply while Titan handles all distribution activities for a range of designated OTR tire products suited to various heavy-duty applications. Both companies are focused on delivering high performance tyre solutions engineered to withstand the increasingly rigorous demands of off the road environments.

This collaboration leverages Triangle’s worldwide manufacturing strength, the established recognition of the Diamondback brand and Titan’s extensive dealer network across North America. As a result, Titan can offer an expanded and unified OTR product line supported by its national sales and service infrastructure. The combined portfolio delivers clear advantages to dealers, OEM partners and end users in sectors such as mining, construction, earthmoving, aggregates, industrial operations and equipment rental. The range includes radial and bias OTR tyres for large earthmoving machines, loaders and dozers, scrapers and haulage equipment, mobile cranes, container handling and port machinery, as well as industrial and rental fleets.

Titan’s US dealer network is already receiving the first wave of Triangle and Diamondback OTR products, with additional sizes and tread patterns scheduled for release throughout the year. Dealers seeking current availability, detailed specifications or ordering procedures should reach out directly to their assigned Titan representative.

Paul Reitz, CEO & President, Titan International, said, “This partnership combines Titan’s deep channel reach with Triangle’s expanding OTR portfolio to deliver a broader, more competitive offering to our customers – backed by Titan’s service, training and technical support. We’re excited to bring the Triangle and Diamondback families into our US distribution platform to improve availability, coverage and value across critical OTR customers.”

Campbell Metcalfe, CEO, Triangle Tire, said, “Triangle is pleased to join forces with Titan to bring our OTR innovations to more US customers, faster. Titan’s scale, distribution strength and customer support capabilities will substantially enhance access to Triangle and Diamondback products across key industries.”

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Hankook Tire, the official tyre supplier for the FIA World Rally Championship, successfully concluded the fourth round of the 2026 WRC season. The Croatia Rally took place near Rijeka and finished on 12 April, with Hankook equipping competitors using its Ventus Z215 and Z210 tarmac tyres. The Ventus Z215 proved especially effective on dry pavement, delivering responsive handling and dependable grip that helped drivers navigate constantly shifting course conditions throughout the event.

This year’s rally featured a brand‑new route winding along the Adriatic coast and through rugged mountain landscapes. Covering 300.28 kilometres divided into 20 special stages, the competition crossed the Kvarner Gulf and the Istrian peninsula, demanding maximum effort from both drivers and teams. The event is notoriously challenging due to extreme variations in road surfaces, including smooth asphalt, rough concrete and patched areas, plus numerous blind crests. Aggressive cornering frequently dragged gravel onto the tarmac, temporarily changing traction and forcing precise tyre choices.

Hankook also ran a Brand World booth in the service park, using immersive motorsport content and interactive activities to highlight its unified global brand identity to fans. After a fierce battle, Takamoto Katsuta of Toyota Gazoo Racing claimed the overall victory. With this result, Katsuta now leads the drivers’ championship with 81 points, while Elfyn Evans trails closely, raising the stakes for the season title.

The championship next moves to the Rally Islas Canarias in Spain from 23 to 26 April, centred in Las Palmas de Gran Canaria. That round is expected to be a major test with volcanic asphalt, consecutive hairpin turns, and steep elevation changes. Since becoming the exclusive WRC tyre supplier for all classes in 2025, Hankook has reinforced its technological leadership by feeding data from over 70 global motorsport events into its research and development, continuously advancing high‑performance tyre technology and strengthening its brand prestige worldwide.

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Pirelli has confirmed that its three softest tyre compounds will be in action for the upcoming Sprint race weekends in Miami and Montreal. For both circuits, the C3, C4 and C5 specifications will serve as the Hard, Medium and Soft options, respectively, marking a clear choice towards maximum grip on these particular tracks.

The Miami Grand Prix, scheduled for the first weekend of May, will take place after a month‑long hiatus caused by the cancellation of the Bahrain and Saudi Arabian rounds. The circuit, built around the home stadium of the Miami Dolphins, features exceptionally smooth asphalt, which permits the use of Formula 1’s softest compounds. Thermal degradation is the main concern given Florida’s high temperatures, yet last year’s race showed limited tyre wear even with nominally identical compounds. This allowed drivers to push aggressively during the early laps, leading to numerous close battles on track.

In Canada later that month, Pirelli will again bring the softest selection because the Montreal surface is not very abrasive and extra grip is needed in heavy braking zones. Last season, when the range extended up to a C6 tyre, the trio including that option was used, though the soft compound itself played a minor role in race strategies as most teams preferred two‑stop plans relying solely on Hard and Medium tyres. Unlike Miami, the Canadian round introduces an unpredictable weather factor, especially given its earlier position on the calendar.

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Bekaert expects market conditions to remain mixed into 2026, with subdued demand across construction, hydrogen, and some industrial segments, along with ongoing uncertainty about global trade policies and tariffs. However, strong order books in energy and utilities, especially in Europe and North America, and stable demand in selected automotive segments in China should help offset weaker end markets.

Management indicated that structural cost improvements and focus on cash generation position Bekaert to improve margins as volumes recover. The company will prioritise growth through innovation, acquisitions, and further optimisation toward higher-margin activities.

Bekaert reported resilient 2025 results driven by cost controls, portfolio restructuring, and strong cash generation, despite weaker end markets.

The group posted consolidated sales of €3.7bn for the year, down 6% on a reported basis, reflecting currency effects, lower pass-through of input costs, and the disposal of lower-margin businesses. Underlying earnings before interest and tax were €297m, with a margin of 8.0%, compared with 8.8% a year earlier.

Profitability was supported by structural cost reductions and operational efficiencies, including a €40m cut in overheads and €39m in production savings. However, the company booked €162m in one-off restructuring and impairment charges as it adjusted its footprint to weaker demand.

Cash generation remained a highlight, with free cash flow rising 63% to €314m. Net debt fell to €180m, leaving leverage at 0.4 times EBITDA, reflecting a stronger balance sheet and disciplined capital management.

Investment and capital allocation

Bekaert continued to deploy capital selectively to support growth and efficiency. Capital expenditure included investments to expand capacity in high-demand segments such as energy and utilities, especially in North America, as well as equipment upgrades across its global footprint.

R&D investment totaled €69m in 2025, targeting sustainable construction, energy transition, and advanced materials to back the innovation agenda.

Alongside organic investment, acquisitions remained central to strategy. The company acquired Twincon and Flexofibers to strengthen its position in sustainable construction, and announced in early 2026 an agreement to acquire two tyre cord plants from Bridgestone.

Portfolio restructuring and expansion

Bekaert accelerated its shift to higher-margin and growth markets by exiting commoditised businesses in Latin America, cutting the region’s sales share to about 4% from 18% in 2022.

At the same time, the company expanded into targeted segments, including sustainable construction, lifting and mooring, and energy transition. Strategic partnerships and innovation initiatives—including developments in hydrogen, low-carbon construction materials and advanced rope technologies—continue to underpin this repositioning.

Geographically, the group maintained a broad global footprint, with demand growth strongest in China and North America, particularly in energy infrastructure and automotive applications.

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