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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MICHELIN Connected Fleet has introduced an artificial intelligence (AI) assistant directly within its MyConnectedFleet web platform, designed to enhance operational efficiency for fleet managers. The new tool delivers immediate, data-driven responses to user queries, significantly reducing the time traditionally spent on manual research and data compilation. By integrating seamlessly into the existing portal, the assistant provides a streamlined approach to managing complex fleet information.

The AI system transforms raw fleet usage data into actionable insights, enabling managers to make quicker, more informed decisions. It supports a wide range of practical requests, from generating reports on driver fuel efficiency and identifying trucks requiring tyre maintenance to checking vehicle availability and calculating monthly fuel costs. The assistant is built as a closed, secure system to ensure the confidentiality of all fleet data, addressing key concerns about information security.

Functioning as a comprehensive partner for managers of heavy goods vehicles, passenger transport and light commercial vehicles, the tool offers real-time analysis of fuel consumption, driver behaviour and journey metrics. It provides immediate answers for both simple safety and cost-related questions and more complex analytical tasks, presenting findings in text or visual formats. Future updates to the solution will be guided by direct customer feedback, ensuring its continuous evolution.

The MICHELIN AI Assistant is currently available to customers across 10 countries, including United Kingdom, United States and several European nations. It leverages over a century of mobility expertise and three decades of data science experience, responding to the belief of most fleet managers that AI will transform their sector. The assistant can also be paired with other technologies, such as onboard cameras and tyre inspection systems, to form a cohesive, practical solution for modern fleet operations.

Sophie Foucque, CEO, MICHELIN Connected Fleet, Europe, Africa and Australia, said, “The AI Assistant is the natural evolution of our DNA, which is built around supporting our customers. Co-developed with some of our largest customers, it offers a more intuitive way to interact with vehicle usage data while removing the need to generate multiple reports. Augmented fleet managers can therefore focus fully on the performance of their operations.”

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Continental Tires Americas has introduced Sensor Ready commercial tyres, designed to streamline digital monitoring for fleets of all sizes. Leveraging over a decade of expertise and more than 121,000 connected wheel positions in the Americas, the company continues expanding its data-driven portfolio. The initial rollout features the Conti Coach HA3 product line, underscoring the manufacturer's commitment to digital-first solutions.

A defining characteristic is the integration of a dedicated sensor pocket directly into the tyre during curing, eliminating aftermarket gluing that previously took up to 14 minutes per installation. The pocket securely holds Continental's proprietary sensor, a key ContiConnect ecosystem component that transmits critical metrics like pressure, temperature and mileage. A clear Sensor Ready logo on the sidewall provides immediate visual confirmation of compatibility for fleets, dealers and retreaders.

The new system significantly reduces installation time and labour requirements at maintenance facilities and retread shops while ensuring consistent, reliable sensor placement. Fleets can choose tyres with sensors pre-installed from the factory or opt for quick, tool-free installation later. The Sensor Ready logo facilitates swift decision-making across the tyre's lifecycle, and the integrated pocket remains intact during retreading, allowing efficient sensor reinstallation without compromising casing performance.

Digital monitoring delivers measurable business impact, including reduced fuel consumption, extended tyre life and fewer roadside incidents. For smaller operations, Continental offers ContiConnect Lite, a mobile application providing a plug-and-play monitoring solution. This advancement reinforces Continental's vision of a connected, intelligent tyre ecosystem that enhances safety, sustainability and cost management.

Renato Sarzano, Head of Truck Tires Americas, Continental, said, “Digital tyre monitoring is becoming essential for improving fleet safety, efficiency and sustainability. With Sensor Ready tyres, we are offering one of the most advanced and user-friendly solutions on the market – reducing installation time, improving reliability and making it easier than ever for fleets to adopt connected tyre technologies.”

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Scandinavian Enviro Systems AB (publ) has secured a three-month extension of its ongoing company reorganisation, as approved by the Gothenburg District Court on 30 June 2026. The revised deadline now extends to 27 August 2026, with Johan Sölveland of Ackordscentralen continuing as the appointed reorganisation administrator. The initial reorganisation proceedings commenced on 27 February 2026.

The extension is strategically designed to facilitate the finalisation of critical long-term financing negotiations and the completion of a formal reorganisation plan. Enviro’s internal timeline projects that the plan will be ready for presentation in August 2026, concurrently with a comprehensive financing package to support its implementation. A key component of the proposal will involve a debt write-down, with non-priority creditors preliminarily offered a minimum 25 percent settlement, payable three months post-plan ratification, though this figure remains subject to revision.

The company maintains that the progress achieved during the initial phase has laid a solid foundation for a successful restructuring. Enviro’s preliminary assessment indicates that the current trajectory supports the ultimate goal of establishing a sustainable, long-term capital framework, with the reorganisation plan proceeding according to schedule.

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International environmental company Genan has entered into a definitive agreement to acquire ESTATO Umweltservice's mechanical tyre recycling facility in Weiden, southeastern Germany, from the ATU Group, a major domestic chain for automotive service and repair. The transaction includes a concurrent long-term cooperation pact designed to secure a consistent supply of end-of-life tyres for the plant, which currently processes approximately 45,000 tonnes of such material each year.

This acquisition marks a significant expansion for Genan, which already operates six recycling facilities across Denmark, Germany, Portugal and United States. The company’s existing operations collectively yield an annual production capacity exceeding 400,000 tonnes of processed tyres, establishing it as a substantial player in the international recycling sector.

The strategic move aligns with Genan’s broader growth objectives, particularly its focus on markets offering the most promising long-term prospects. By integrating the Weiden site, the company aims to bolster its footprint in Germany while gaining access to attractive markets in Central and Eastern Europe. A key element of the deal is the partnership with ATU, which guarantees a steady inflow of used tyres collected from the group’s workshops in Weiden and Werl that are unsuitable for direct reuse.

Poul Steen Rasmussen, Genan’s Group CEO, outlined an ambitious investment plan for the Weiden factory, committing a double-digit million-euro sum for a comprehensive upgrade over the coming year. The intention is to construct a technologically advanced production line on the existing premises, leveraging the company’s expertise in industrialising recycling processes. This approach mirrors a previous successful transformation in Portugal, where capacity, efficiency and environmental performance were significantly enhanced.

For ATU, the agreement ensures the professional, long-term processing of the vast quantities of used tyres generated by its workshops. The CEO of ATU Group expressed confidence that the partnership with Genan provides an excellent future for the Weiden site and its employees, combining industrial scale with a clear dedication to sustainable recycling. Both parties view the collaboration as a vital contribution to the circular economy, transforming waste into valuable raw materials.

The acquisition is also seen as a bellwether for the European recycling industry, signalling a phase of consolidation and heightened focus on circularity. Genan’s leadership noted that increasing political emphasis on waste management will drive demand for high-quality recycled materials, a need that requires significant investment in production technology. The group’s operations, which recycle rubber, steel and textile fibres for use in flooring, asphalt and industrial goods, are positioned to capitalise on this growth trajectory. The agreement is currently pending regulatory approval and is anticipated to be finalised shortly.

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