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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Nexen Tire reported second-quarter revenue of KRW 891.3 billion and operating profit of KRW 34.3 billion, as growth in Europe and higher sales of premium products supported performance despite rising costs and geopolitical uncertainty.

Revenue increased 10.8 per cent from a year earlier, driven by demand in key markets, particularly Europe, the company said .

The tyre manufacturer said its strategy of expanding original equipment (OE) supply programmes and diversifying replacement (RE) tyre sales helped support growth amid weaker demand in the automotive market. Sales of 18-inch and larger tyres accounted for 38.8 percent of total sales, up 3.6 percentage points from a year earlier, reflecting a greater focus on premium products.

Profitability came under pressure as higher raw material prices and increased ocean freight rates raised costs. The company also incurred one-off expenses following the final ruling on US anti-dumping duties, which resulted in a higher tariff rate than previously expected.

Europe was the strongest-performing region during the quarter, with revenue reaching KRW 407.2 billion, the first time quarterly sales in the region have exceeded KRW 400 billion.

The company attributed the growth to higher OE sales from its European manufacturing plant, business expansion in the UK, Türkiye and other markets, and improved distribution and logistics following the addition of a finished-goods warehouse at the plant.

In South Korea, demand for electric vehicle (EV) and sport utility vehicle (SUV) tyres remained strong. Nexen Tire said its expanding OE portfolio, which includes the Hyundai IONIQ 6, Kia's EV3 to EV9 models and other domestic electric vehicles, supported higher OE revenue and increased sales of larger-diameter tyres.

The company also said continued growth in rental sales within the replacement market improved its product mix, while its first OE supply agreement with BYD strengthened its position in the global EV market.

Alongside its financial results, Nexen Tire said it had expanded its OE supply during the quarter to electrified models including BYD vehicles and the Hyundai STARIA EV. Supply to premium automotive brands also increased from a year earlier, supported by research and development initiatives, including AI-based performance prediction technologies.

"Despite growing cost pressures from external factors, we have continued to achieve top-line growth on the back of strong sales in key markets," said John Bosco (Hyeon Suk) Kim, CEO of NEXEN TIRE. "With the stable ramp-up of the second-phase expansion at our European plant and the results of our distribution improvements in North America, we expect more tangible improvements in earnings."

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Pirelli has officially communicated to all Formula 1 teams the tyre compound selections for the upcoming Dutch, Spanish and Italian Grands Prix. The Italian manufacturer has opted for the medium-range C2, C3 and C4 compounds for the events at Zandvoort and the new Madrid circuit, while the Monza race will see the softest available tyres, the C3, C4 and C5, deployed.

For the Dutch Grand Prix at Zandvoort, Pirelli has confirmed the same compound choice as the previous year. The coastal circuit is defined by its medium and low-speed corners, including two banked turns, which place significant vertical and lateral loads on the tyres and demand high aerodynamic downforce. The track surface itself offers low inherent grip, a challenge compounded by sand from the nearby beaches being blown onto the asphalt, further affecting tyre performance.

The Italian Grand Prix at Monza presents a contrasting challenge, with its recently resurfaced track encouraging teams to run low-downforce configurations. The pit lane loss time for a tyre change is among the highest of the season, incentivising teams to extend stints and manage degradation to achieve a one-stop race. However, the potential for high ambient temperatures could complicate this strategy, making tyre management more difficult.

Making its debut on the calendar as the Spanish Grand Prix, the semi-permanent street circuit in Madrid features 22 highly varied corners, significant elevation changes and the longest banked turn in the championship. Simulations indicate that the loads on the tyres are comparable to those at Silverstone and Spa-Francorchamps. Consequently, Pirelli’s selection of the medium-range compounds is designed to favour a two-stop strategy and offer greater protection against overheating, a risk to which the softer C5 compound would be particularly vulnerable in warm conditions.

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Vittoria has unveiled The Quest, a 25-minute technical documentary that grants unprecedented access to its factories, laboratories and production lines. The film meticulously answers what defines a world-class bicycle tyre by examining every facet of the Corsa PRO, the brand’s premier road racing tyre trusted by top WorldTour teams. From raw material sourcing and premium cotton casing construction to advanced compound development, the film chronicles the tyre’s complete journey.

Extensive laboratory testing and real-world validation alongside professional squads are featured, alongside the human expertise driving the process. The documentary also follows the tyre from natural rubber to test tracks and ultimately to the tarmac of cycling’s most prestigious races. Created for enthusiasts seeking deeper understanding over traditional advertising, the content reflects a growing consumer appetite for educational, long-form narratives.

Now available on Vittoria’s official YouTube channel, the film aligns with modern viewing habits on smart TVs and connected home platforms. By sharing the passion and knowledge behind each Corsa PRO, Vittoria responds to evolving rider trends with meaningful storytelling that respects viewers’ intelligence and time.

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The Goodyear Tire & Rubber Company has achieved the highest possible rating in the latest CDP Supplier Engagement Assessment, securing an ‘A’ score for its climate-related collaboration with vendors. This recognition from the global environmental disclosure organisation places the tyre manufacturer in the leadership tier for its supply chain emissions management.

The CDP evaluation scrutinises how corporations involve suppliers in climate strategy, focusing on emissions targets, Scope 3 greenhouse gases and cooperative initiatives. Goodyear’s top-tier score underscores its systematic approach to integrating environmental performance into procurement and partnership frameworks.

Central to this achievement is the company’s focus on value-chain emissions, supporting formal climate commitments. The firm has established science-based milestones for 2030 and a net-zero ambition for 2050. Goodyear initiated a supplier programme in 2023, mandating science-based target-setting, renewable energy adoption and transparent progress reporting from raw material providers.

The engagement strategy includes impact analyses by material type, customised development roadmaps and performance evaluations. Through structured assessments, Goodyear deepens understanding of vendor sustainability, identifies improvement areas and fosters collaboration on shared climate objectives throughout the production ecosystem.

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