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 developed a new rear tyre solution for the fifth FIM Superbike World Championship round at the Czech Republic’s Most circuit. The track is known for unusually high mechanical strain on rubber, particularly at the rear axle. To address this, Pirelli created the F0468 medium compound rear specification. Its compound matches the D0922, a tyre used at Most in 2025 and at Phillip Island across the previous two seasons. However, the F0468 features an entirely new internal structure for better race-long consistency and improved stability.

This newcomer evolves the E0829 specification, which shared the same compound and appeared at Phillip Island earlier this year. Riders who dislike the F0468 can still choose the D0922 development rear tyre. That option has already proven itself at the unique Czech layout and at Phillip Island, another tyre‑killing circuit. For qualifying and the Superpole Race, Pirelli has designated the standard soft SC0 as the reference rear tyre.

Beyond the premier class, Supersport and SportBike World Championship competitors will also race at Most. Supersport riders receive the same front choices as Superbike: soft SC1 and medium SC2. At the rear, Supersport entries can pick the soft SC0 or the medium SC1. SportBike competitors have used that same medium SC1 on both axles all season.

The tyre lineup thus gives every category familiar options alongside the new F0468. By blending a proven compound with a revised structure, Pirelli targets greater performance consistency without forcing riders to abandon the trusted D0922. Most’s punishing layout will serve as the ultimate test for both solutions.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “Over more than two decades as supplier to the Superbike World Championship, Pirelli has built an extremely solid and versatile tyre range. The SCX supersoft rear solution now represents an absolute benchmark for riders and is used in most races on the calendar, with the soft SC0 becoming a valid alternative on some occasions. There are, however, some circuits that are particularly demanding on tyres, such as Phillip Island and Most, which by virtue of their layout and intrinsic characteristics require more specific solutions and more durable compounds, typically medium options.

“In these cases, development work focuses on improving key parameters such as performance and consistency over race distance: objectives that guided the design of the new rear solution in F0468 specification. To complete the allocation, riders will in any case also have the well-proven D0922 option available, which has shown that it can effectively handle the particular stresses imposed by this circuit. It will be interesting to assess whether the new F0468 medium will be able to raise the performance level beyond that of the D0922 further still.”

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Linglong Tire Vice President Feng Baochun represented the Chinese tyre industry at the Intelligent Electric Vehicle Development High-Level Forum 2026, held in Beijing in April. He addressed the session titled ‘New Stage, New Drivers, New Ecosystem – Market and Consumption’, sharing the latest insights into tyre market developments.

During his presentation, ‘Reinventing Product Values, Strengthening a New Smart Mobility Ecosystem’, he explained that profound changes in the automotive sector – driven by artificial intelligence, shifting environmental factors and globalisation – are redefining the role of the tyre. He stated that tyres are evolving from traditional safety components into critical parts that significantly influence overall vehicle performance.

To meet these demands, Linglong is actively building innovation drivers in global research, development and marketing, aiming to become a product and service provider for intelligent mobility rather than remaining a classic tyre manufacturer. The company currently focuses on optimising rolling resistance. Through new sustainable materials and advanced compound technologies, Linglong has achieved a balance between energy efficiency and performance.

This balance is an indispensable requirement for major national and international automotive manufacturers. Linglong continuously researches, develops and tests with these partners to meet strict original equipment tire standards, reinforcing its commitment to the new smart mobility ecosystem.

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Balkrishna Industries Ltd (BKT) has unveiled an ambitious expansion and investment roadmap aimed at more than doubling its revenue to around INR 230 billion by FY30, backed by a cumulative capital expenditure of INR 68 billion.

The company said the investment programme would strengthen its leadership in the off-highway tyre (OHT) segment, expand carbon black capacity and accelerate its entry into India’s on-highway tyre market. The strategy forms part of BKT’s long-term plan to achieve an estimated 8 percent global market share in the OHT segment by FY30.

BKT has already announced INR 13 billion of capex for OHT tyres in August 2024 and an additional INR 35 billion investment in May 2025 for on-highway tyres, rubber tracks, carbon black and power plant expansion. The board has further approved INR 20 billion in additional capex to support capacity expansion, infrastructure development, AI-enabled automation and sustainability initiatives.

As part of the OHT expansion strategy, BKT said ongoing debottlenecking and capacity enhancement initiatives would raise OHT tyre capacity to 425,000 metric tonnes per annum (MTPA). The company is also expanding its dedicated rubber tracks manufacturing facility while strengthening its mining tyre portfolio.

In the carbon black business, the company is scaling up production to improve raw material integration and energy efficiency. BKT said Phase 1 capacity has already been increased to 265,000 MTPA along with a 24 MW cogeneration power plant, taking total cogeneration capacity at Bhuj to 64 MW. Phase 2 expansion, which will raise carbon black capacity to 360,000 MTPA, is expected to become operational in Q1 FY27.

The company is simultaneously building its on-highway tyre business in India through a modular approach focused initially on premium passenger car radial tyres and commercial vehicle radial tyres. Commercial vehicle radial tyres were pilot launched in Q4 FY26, while passenger car radial tyres are scheduled for pilot launch in Q3 FY27.

For FY26, BKT reported standalone revenue of INR 106.56 billion, while net profit stood at INR 12.22 billion. OHT sales volumes rose 1 percent year-on-year to 317,356 MT.

The company said the expansion programme is expected to enhance profitability through stronger operational integration, scalable infrastructure and an expanded product portfolio, with blended EBITDA margins projected in the 23–25 per cent range after full commercialisation of the new capacities.

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Continental has unveiled plans to build a highly automated finished-goods warehouse in Mount Vernon, Illinois, representing an investment of roughly USD 76 million. The new facility, which will cover an area larger than six American football fields and hold approximately 500,000 passenger car tyres, aims to address growing demand across North America while improving service levels and customer support. Construction is scheduled to begin in the summer of 2026, with operations expected to launch the following year.

The Mount Vernon location already holds the distinction of being Continental’s largest tyre production facility in United States and serves as a linchpin for its supply network throughout the Americas. Tyre manufacturing has been a constant at this site for over 50 years, dating back to its 1974 opening; Continental took ownership in 1987. Today, the vast campus – measuring more than 320,000 square metres – produces tyres for passenger cars, light trucks and commercial vehicles, churning out roughly 11.4 million units annually while employing over 3,500 people.

Continental continues to advance digitalisation and automation across its global manufacturing operations, which include 19 tyre plants in 16 countries. The company is prioritising new technologies, alternative materials, environmentally friendly production methods and ongoing improvements in logistics efficiency.

Tansu Işık, CEO, Continental Tires Americas, said, “Our new highly automated finished-goods warehouse underscores our growth ambitions in North America. The new facility will enhance our ability to serve customers with greater speed and flexibility while strengthening our overall distribution network in the region.”

Nik Pearce, Plant Manager of Continental’s Mount Vernon tyre plant, said, “This investment is a strong signal for the future of our Mount Vernon plant. It enhances our capabilities, further modernises our operations and makes our plant logistics more efficient. At the same time, it strengthens our operations at local level and creates new development opportunities for our employees.”

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