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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Pirelli has marked a successful start to the 2026 Deutsche Tourenwagen Masters season, as the specially developed P Zero tyres for DTM’s GT3 cars received widespread praise from drivers and teams following the opening round at the Red Bull Ring in Austria. The weekend featured bright sunshine, mild temperatures, close competition and full grandstands, with German brands demonstrating absolute dominance on track. From Pirelli’s perspective, the event encapsulated the best possible debut for its exclusive tire technology.

The Red Bull Ring crowd witnessed two thrilling races. Saturday’s victory went to Thomas Preining of the Manthey team driving a Porsche, who secured the win after qualifying third in an exceptionally tight session. That qualifying session saw lap times surpass the 2023 track record, with eleven drivers finishing within less than one second of each other. Behind Preining, Luca Auer in a Landgraf team Mercedes-AMG finished second, followed by Maro Engel in a Ravenol team Mercedes-AMG in third.

Sunday’s race delivered another dramatic contest, with Engel taking the win after starting from fifth on the grid. Marco Wittmann in a Schubert team BMW climbed from ninth place to finish second, while Auer claimed third again. Spectators also enjoyed action from other Pirelli-partnered categories, including GT Masters, GT4 Germany and the FIA Formula Regional championship, which launched its season with a new generation of cars fitted with bespoke 15-inch Pirelli P Zero tyres developed exclusively for that series.

Matteo Braga, Circuit Activity Manager, Pirelli, said, "We are very satisfied with the performance of the new P Zero tyres for the DTM. It was not a given that already at the first race the drivers would be able to get the best out of the tyres, exploiting the performance optimised for this race format. We saw many different tyre strategies, which was one of the objectives set for us by the teams and the promoter during product development. Furthermore, the faster warm-up minimised the impact of pit stops, allowing drivers to defend their position more easily after the stop. There will certainly still be a great deal for everyone to learn: first and foremost on our side, as we gathered interesting data over the weekend, but also on the drivers' side, who will need to optimise the management of the mix between new and used tyres over the course of each event and throughout the seasonal carry-over."

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Sailun Group has received an upgraded ESG rating from the internationally recognised index provider MSCI, moving from A to AA. This latest assessment cements the company’s top position within China’s tyre industry on MSCI’s ESG rankings and places it among the highest-rated tyre manufacturers worldwide.

Following its previous upgrade to an A rating in 2025, Sailun Group’s further rise to AA signals strong endorsement from global capital markets regarding the firm’s ESG governance, execution capabilities and ability to generate long-term value. This progress stems from the company’s sustained effort to integrate sustainability principles across its entire operations, including global expansion, research and development, manufacturing, labour management and supply chain oversight.

Looking forward, Sailun Group intends to press ahead with its eco-friendly sustainable development strategy, using its industry leadership to help steer the global tire sector towards a new phase of high-quality and sustainable growth.

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FORNNAX TECHNOLOGY PVT LTD recently convened its Fornnax Annual Meet 2026, a landmark gathering that celebrated the organisation’s complete achievement of its targets. The event brought together top professionals from across the company for a day focused on leadership development, recognition of excellence and strategic planning. The atmosphere was marked by a shared sense of pride and purpose, with activities ranging from intensive leadership sessions to an emotional award ceremony and a vibrant celebration reflecting the firm’s core spirit.

The keynote address was delivered by Director and CEO Jignesh Kundaria, who traced the company’s journey from its earliest days without a formal blueprint to its current status as a globally recognised multi-division original equipment manufacturer. Kundaria spoke of building the enterprise through relentless determination and engineering excellence, emphasising that Indian-made machinery could set worldwide standards. His narrative highlighted grit and growth, weaving together humble origins with the firm’s present stature as an internationally respected brand.

Kundaria also presented a detailed review of Fornnax’s major recent accomplishments, including the launch of the R-MAX3300, described as the world’s largest secondary shredder. This engineering breakthrough demonstrates the company’s ability to lead at the highest levels of industrial performance. Additionally, he showcased the development of Fornnax’s largest New Product Development centre and demo plant, a facility designed to accelerate innovation and allow customers to experience solutions at full operational scale. A new state-of-the-art manufacturing facility was also unveiled, aimed at boosting capacity and meeting rising global demand.

A defining segment of the annual meet involved forward-looking roadmaps presented by heads of four key functional pillars. The Head of Sales outlined an ambitious market expansion strategy for deeper geographical penetration and customer-centric growth. The Design Department head focused on accelerating product development cycles and expanding differentiated solutions. The Production Department leader presented plans for capacity optimisation and quality enhancement using the new facility. Meanwhile, the Project and E&I Department head detailed strategies to strengthen project execution and reduce delivery timelines. The Service Department head committed to building a responsive post-sales ecosystem with faster turnaround times and proactive maintenance support.

The event also featured leadership training sessions that encouraged ownership and accountability among participants. An awards ceremony recognised individuals and teams who had driven the company’s complete achievement, with each honour reflecting real effort and tangible results. The gathering served as a reminder that behind every milestone are people who refused to settle for mediocrity.

All departmental roadmaps collectively converge on an ambitious financial target: achieving INR 5 billion in revenue by 2030. The Fornnax Annual Meet 2026 thus stood as both a celebration of past performance and a strategic launchpad for future growth, underscoring the organisation’s commitment to innovation, operational excellence, and customer-centric engineering on a global scale.

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Zeon has confirmed its participation at Chemspec Europe, the premier international exhibition for fine and speciality chemicals, taking place in Cologne from 6 to 7 May 2026. The event gathers global manufacturers, suppliers and industry experts to foster connections and explore innovations across the chemical value chain.

At the trade fair, Zeon aims to engage with both current and potential partners. Discussions will centre on pressing challenges and future trends within the speciality chemicals sector while also identifying fresh avenues for collaboration and technological advancement.

Attendees of Chemspec are invited to visit Zeon for an exchange of ideas. The company’s representatives will be located at Booth D89 within Hall 8, ready to discuss opportunities and industry developments in person.

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