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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Cooper Tires has strengthened its product offering in the Europe, Middle East and Africa region with the introduction of the Cooper Summer tyre range. This newly launched portfolio is specifically designed for passenger car and sport utility vehicle drivers seeking dependable, no-nonsense performance across a broad spectrum of summer road conditions. The lineup is purpose built without unnecessary frills, focusing squarely on reliable everyday driving.

The Cooper Summer range spans the ultra-high-performance, high-performance, and sport utility vehicle segments, delivering a balanced driving experience where it matters most. Key engineering priorities include energy efficiency, confident braking on wet surfaces and extended tread life. Every tyre in the lineup is engineered to maintain grip consistently over time, ensuring that vehicles can handle daily demands without sacrificing safety or longevity.

This product launch coincides with the rollout of Cooper Tires’ refreshed global brand identity, which draws on over a century of proven durability. The new visual branding underscores the company’s longstanding commitment to rugged reliability and hard-earned confidence, appealing to drivers who value substance over promotional claims. The Cooper Summer range embodies this philosophy by promising road-tested performance rather than empty marketing rhetoric.

The portfolio covers 162 stock keeping units across rim diameters from 14 to 22 inches, addressing 81 percent of the most sought-after fitments in the region. All tyres in the range are electric vehicle ready, reinforcing Cooper’s dedication to durable engineering for modern mobility. To achieve dependable summer performance, the tyre relies on a lightweight, optimised casing with advanced materials that reduce rolling resistance while maintaining high speed stability. An asymmetric tread pattern maximises road contact, and enlarged outer shoulder blocks improve braking stability, while well distributed grooves quickly evacuate water to reduce aquaplaning risks. Stiffer ribs and a balanced footprint promote even pressure distribution, reducing irregular wear, and the compound architecture preserves tread stiffness throughout the tire’s life.

Independent testing by the German publication Auto Motor und Sport in size 195/55R16 placed the Cooper Summer in seventh place with a good rating, praising its safe, precise and reliable handling on both wet and dry roads along with very good aquaplaning protection and rolling comfort. With speed ratings of H, V, W and Y, width ranges from 165 to 285 mm, and aspect ratios from 30 to 70, the Cooper Summer portfolio is positioned to support dealers through the 2026 summer season and beyond, proving that Cooper continues to deliver tough, well-engineered products for real world demands.

Ben Glesener, Senior Technology Director Product Development Consumer EMEA, said, “With the Cooper Summer range, we set out to build a summer portfolio drivers can rely on without hesitation. We engineered this portfolio around three benefits that matter most – energy efficiency, confident wet braking and strong tread wear – and made sure every element of the tyre works together to support them. From the asymmetric tread pattern to the lightweight yet robust casing, Cooper Summer delivers balanced performance without compromise. It’s a significant step forward for Cooper in EMEA, and a clear expression of what the brand stands for today: dependable performance, built with purpose.”

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Doublestar Tire, a leading Chinese tyre manufacturer, recently showcased its flagship products at the 139th China Import and Export Fair, also known as the Canton Fair, held in Guangzhou. The event reached a record scale, gathering exhibitors from over 210 countries and regions and highlighting cutting-edge technologies in advanced manufacturing, new energy and low-carbon environmental protection.

Doublestar presented three specialised tyres. The TBR mining tyre D170 was developed for complex mining conditions with enhanced wear, cut and puncture resistance. The new OTR tyre DFA603 offers high loading capacity, safety and durability, boosting support for construction machinery. The PCR star product DH03 provides superior road grip, low rolling resistance, fuel economy, reliable braking and reduced noise for driving comfort.

The company’s participation demonstrated its continuous research and innovation in professional fields and reaffirmed its commitment to overseas markets. Doublestar aims to provide safer, more energy-efficient and intelligent tyre products and travel solutions, earning widespread professional recognition.

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Continental is showcasing ‘The Sound of Premium’, an immersive installation, at Milan Design Week 2026 held at BASE Milano from 20 to 26 April. The experience translates the brand’s advanced tire engineering into a multisensory journey, redefining how urban mobility sounds. Key technologies on display included Continental’s noise-reducing ContiSilent and Urban Silent Technology, which actively lower rolling noise through sound-absorbing materials inside the tire and tread patterns optimised for city speeds.

Cities are dense with movement and noise, where even invisible elements like tyres shape the acoustic environment. Continental’s technologies reduce road noise at its source, enhancing both driving stability and interior comfort. The installation invites visitors to reconsider urban sound not as a nuisance to be eliminated but as an element that can be precisely engineered and controlled.

The exhibition unfolds in three distinct phases: chaos, harmony and quiet. Layered city sounds first create tension and disorientation, then gradually dissolve as rhythm and balance emerge. The journey ends in a state of calm defined not by silence alone but by acoustic precision. A tyre displayed as a design object underscores how engineering can improve urban well‑being.

An interactive installation of 25 touch points allows visitors to shape their own sound environment in real time, activating different acoustic layers through touch. Each participant creates a personal composition reflecting their rhythm and sensitivity. The resulting experience can be recorded and shared via QR code, extending the dialogue between technology and individual expression beyond the exhibition space.

As electric vehicles become more widespread, rolling noise has grown into a dominant source of urban traffic sound. Continental meets this challenge by applying its expertise at the tyre‑road interface, developing measurable reductions in interior noise. Through ‘The Sound of Premium’, the company positions silence not as emptiness but as a performance feature.

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Nokian Tyres plc has introduced a new long-term share-based incentive plan for management and key employees, as the company seeks to align executive rewards with shareholder returns.

The board of directors said the Performance Share Plan (PSP) would cover the company’s management and selected key personnel, with the aim of supporting shareholder value creation and reinforcing commitment to strategic objectives.

The plan, titled PSP 2026–2030, comprises three separate plan periods, each with a three-year performance cycle followed by the payment of potential share rewards. The start of each period will be determined by the board, and any rewards will be paid in company shares.

The first phase, PSP 2026–2028, will assess performance against three criteria: relative total shareholder return, weighted at 50 per cent; average return on capital employed (ROCE), at 40 per cent; and a 10 per cent weighting for reduction in Scope 1 and 2 carbon emissions intensity.

Subject to meeting these targets, rewards will be delivered by the end of April 2029.

The maximum number of shares that may be distributed under PSP 2026–2028 is 1,258,000, representing the gross value of the rewards before applicable taxes are deducted.

Approximately 100 participants are included in the first plan period, including the president and chief executive and members of the group management team.

Under the plan’s terms, participants who leave the company before rewards are paid will generally forfeit their entitlement.

The president and chief executive, together with other senior executives, must retain 25 per cent of the shares received until their personal shareholding equals their gross annual salary from the preceding year.

The board said no new shares are expected to be issued under the plan, meaning it is not anticipated to dilute the company’s existing share base.

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