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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The first Sprint weekend of the 2026 Formula 1 season began in China with an intense schedule, starting with Sprint Qualifying on Friday. George Russell claimed pole position, finishing over two-tenths of a second ahead of his teammate Kimi Antonelli, with Lando Norris securing third. Russell received the Pirelli Sprint Qualifying Award from Dario Marrafuschi, Pirelli Motorsport Director. The prize includes a helmet decorated in the colours of the Chinese flag and a replica Pirelli P Zero Soft tyre, both personalised with the driver’s name and number.

Pirelli’s compound regulations shaped the qualifying format. In SQ1 and SQ2, drivers were required to use a set of medium tyres, with most completing two fast laps per segment. For the final SQ3 shootout, the top 10 switched to the soft compound. Russell’s pole time of 1:31.520 came on the red-walled P Zero Soft, less than seven-tenths slower than the 2025 sprint pole time of 1:30.849, set by Lewis Hamilton.

The F1 Academy also opened its season in Shanghai, with Alisha Palmowski setting the fastest time in Friday’s qualifying. She outpaced Alba Larsen and Emma Felbermayr ahead of the series’ two races scheduled for Saturday and Sunday.

Marrafuschi said, “During Sprint race weekends, it’s always challenging for teams to fully assess tyre behaviour as they only have one hour of free practice. During this session, the teams used one set of medium tyres and one set of soft tyres, without carrying out any significant long runs. The hards were saved for the following days, and some teams may consider using them in their strategies for Sunday's race as early as tomorrow.

“The Sprint race, which is most likely to be run on Medium tyres, will certainly provide a clearer picture. The performance difference between the two compounds used on Friday is around six tenths. Interestingly, in the first two qualifying segments, the C3 was once again able to deliver maximum performance on the second push lap after completing a cooldown lap.

“Temperatures are cooler than last year; the track is still dirty and has less grip than we will see on Sunday as the track evolves. As happened last year and as expected, some graining appeared on the front-left tyre, which is the most stressed by Shanghai’s corners, and to a lesser extent on the front-right, although the impact on overall wear remains limited. On this circuit, teams tend to prioritise protecting the front axle, shifting the balance towards the rear as much as possible.”

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Nexen Tire has received a ‘Good’ overall rating for its N'Fera Sport model in the latest summer tyre test conducted by Auto Bild in March 2026. The assessment highlights the tyre's strong performance within the competitive Ultra-High-Performance segment.

Tested on a BMW 5 Series (G60) with size 245/45 R 19 tyres, the N'Fera Sport distinguished itself through exceptional braking capabilities, achieving the third-shortest stopping distance among 50 competitors in the qualification phase and demonstrating excellent safety margins on both wet and dry surfaces. The tyre further impressed with its precise steering response and reliable grip, even under challenging conditions. Its overall performance secured it the third-place position in the qualification round. Notably, the N'Fera Sport also excelled in acoustic comfort, ranking second out of 20 tyres for low noise generation.

These results underscore the model's blend of control, responsiveness and safety, making it suitable for both everyday driving and more dynamic scenarios. Nexen Tire views this recognition as a validation of its ongoing commitment to innovation, quality and the production of high-performance products designed to enhance the driving experience.

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Bridgestone Corporation has unveiled its comprehensive motorsports engagement strategy for 2026, reaffirming its dedication to competitions spanning all levels, from elite international championships to grassroots events for amateur enthusiasts. This initiative will prominently feature the POTENZA brand for four-wheel racing and the BATTLAX brand for two-wheel competitions, operating under the core philosophy that tyres are essential to safeguarding life.

In the realm of premier racing, the company supplies tyres under both the Bridgestone and Firestone banners. The Bridgestone brand continues its dominant presence in Japan's premier SUPER GT series, where POTENZA-equipped teams recently secured an unprecedented fifth overall championship title in both the GT500 and GT300 categories. Simultaneously, on two wheels, BATTLAX-equipped competitors have achieved their fifth consecutive victory – and sixth overall – in the gruelling FIM Endurance World Championship, underscoring the tyre technology's reliability and performance under extreme conditions.

Complementing these achievements, the historic Firestone brand upholds its 125-year legacy as the exclusive tyre supplier for the renowned NTT INDYCAR SERIES. This partnership includes providing tyres for the legendary INDY500, ensuring the continuation of this exhilarating motorsport tradition. Through these diverse activities, the technologies honed from the racetrack directly contribute to the evolution of its consumer product lines, strengthening the Bridgestone brand and bringing new innovations to customers worldwide.

The company prioritises competitor safety and confidence by supplying tyres meticulously developed and proven on the racetrack, thereby actively nurturing the broader motorsports culture. Crucially, the high-stakes environment of racing serves as a mobile laboratory, where technological advancements forged in the pursuit of victory are transferred to enhance consumer and commercial tyres, reinforcing the brand's commitment to delivering superior value.

Hiroshi Imai, Vice President and Senior Officer, Global Motorsports Bridgestone Corporation, said, “Motorsports is the ultimate team sport. Everyone involved will come together as 'One Team’, embracing the challenge of motorsports with passion and supplying tyres we have poured our hearts and souls into. We hope to bring joy to drivers, riders, teams and all the fans who come to witness the thrill of racing. I feel as if I'm rolling along with our tyres on the track! This year, we are also sharing the voices of 10 of our teammates who work in motorsports tyre structural design, material development, production and motorsports operations. Please look forward to the efforts of our dedicated teammates who face tyres every day, and their passion through ‘Genbutsu-Genba’ to pursue the ultimate in tyre performance.”

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CEAT Limited recently organised a specialised engagement initiative for women fleet owners at its manufacturing complex in Chennai. The programme aimed to foster professional dialogue and knowledge sharing while providing an in-depth look at the intricacies of tyre production and development. Attendees, who came from diverse regions across the country, toured the company’s advanced Chennai facility, which holds a 'World Economic Forum Lighthouse' designation. During the visit, they witnessed key production stages, engaged with technical experts and learned about the quality control, safety protocols and innovative practices integral to CEAT's operations.

This effort brought together 14 women transporters representing various roles and business sizes within the logistics sector, collectively contributing decades of industry experience. The gathering was arranged in collaboration with the Women’s Wing of the All India Transporters Welfare Association (AITWA), with participants hailing from major cities such as Mumbai, Delhi, Kolkata and Chennai. The initiative was supported by Reema Kothari Jogani, Chairperson of the AITWA Women’s Wing.

While women still form a modest segment of India's transport workforce, their involvement has been steadily rising. This trend is significant in the context of the country's broader economic ambitions, including the Viksit Bharat 2047 vision and the goal of a USD 30 trillion economy, where women-led development is seen as a key driver. The logistics industry itself is projected to grow substantially from its 2024 valuation of USD 354 billion to USD 800 billion by 2030.

CEAT is actively working to increase female participation, particularly in manufacturing. Through automation, ergonomic enhancements and lift-assist systems, the company has made physically demanding roles more accessible. These measures have resulted in women comprising 20 percent of the workforce at the Chennai plant. Furthermore, the Nagpur facility, which was the first in Maharashtra to permit night shifts for women, has achieved 28 percent female representation on its shop floor. The company’s focus extends beyond numbers to creating an environment where women are encouraged to lead and excel in roles that have been traditionally male-dominated.

Vishal Pawar, Senior Vice President – Global Sales and Supply Chain, CEAT, said, “Women fleet owners are playing a pivotal role in redefining the boundaries of the transport sector. Their determination and entrepreneurial spirit inspire us. At CEAT, we are proud to create meaningful avenues for them to engage with the industry, build networks and gain deeper exposure to manufacturing and technology. We remain committed to supporting their journey of growth and empowerment.”

Reema Kothari Jogani said, “Building an inclusive logistics ecosystem requires collaboration between industry stakeholders, organisations and entrepreneurs. CEAT’s initiative is a constructive step towards strengthening this ecosystem by enabling women fleet owners to interact with experts, learn from best practices and explore the operational depth of modern manufacturing. These are women who not only run and grow their businesses together but also share a strong sense of camaraderie supporting each other and finding moments of fun along the way. Such engagements help accelerate the participation of women in a traditionally male dominated sector and contribute to long term industry transformation.”

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