Nothing is stable. Technology is continuously evaluated. Materials science, electronics and software are the main three engines that reverse reactions or open new horizons.

Tyres are always known as black and round. However, the tyre engineers are aware of the weight achieved, the construction and the types of materials used in the tyres. What was the ancestor of the tyre, where is it going now?

The tyres were rated very quickly after vulcanisation 150 years ago. The first use of synthetic rubber and synthetic fibers, as well as the first radial tyre, go back around 70 years. Programming the control of the tyre building and curing machines with sensors and timer was a cornerstone. The new chemicals and advanced materials which suit well for process control, more homogeneous mixing, material integration and long-lasting rubber products.

Today's tyres last to the end of their useful life, which is primarily measured by the Remaining Tread Depth (RTD) which is greater than a limit value set by local legal approval. Twenty years ago, many defective tyres were found in scrapyards that were almost like new, but today the tyre will last almost lifetime.

Today, Mechanical rubber derivatives production machine parts are made to tighter tolerances. The integrity of the main body material is higher than in previous years. Alloys or composites are widely used compared to recent years. More controlled and homogeneous surface finishing is applied. Modern tyre production machines are equipped with robotics, full sensors and automation, stepper motors and greater controllability which are examples of the harmonization of creativity and innovation in the industry.

More than all that, today manufacturing machines are more purpose oriented, lighter, sensitive and modular.

The other very preliminary point of view is to analyse the needs of the main processes and what should be the strategy when you have an idea to buy new machines?

Every system needs new machines to install for a reason. It is used either to increase capacity or to renew a range of products, just to modernise or update technology. What should be the strategy when you have an idea to buy new machines? Either you are looking for a machine that matches your technology or you are taking the risk of a technology upgrade. The same category but a more efficient, more productive, safer and more controllable machine may be preferred or a completely new technology may be chosen.

If a very new technology is chosen, the time it takes to adapt can result in large production losses. It may take longer to adapt, etc. However, if you don't take such a risk, how will you manage the technology update in later years?

The other very preliminary point of view is to analyse the needs of the main processes. For example, if you are a tyre manufacturer, customers will only know your brand name. You are responsible for the end product. Third parties do not know where to start preparing tyres or what process to use to make them.

For example, you can have a textile calendar or you can get calendered textile and steel layers on the outside. When using a supplier, you don't need a factory calender machine. This also applies to the compounds used in the manufacture of the components.  Today, a large volume of masterbatch is used in the rubber products industry. Organizing a good supply chain for manufacturing rubber compounds eliminates the need for mixers, a few mils, large silos, or process oil tanks.

A review of all processes and machine setup is necessary at regular intervals in order to remain competitive. Fewer production machines can increase productivity and controllability and intensify management. Less personal use, less energy and maintenance costs can be achieved. However, alternative suppliers need to be developed and diversified.

In the past, some particularly large tyre manufacturers had tyre cord treatment units in tyre factories. Some of them have steel wire production facilities for their own supply. Today we are witnessing a complete change of mind. The focus on the main process areas is mainly taken into account, which has completely changed the perspective in business. Today, most tyre manufacturers contract out the processing of 2nd class compounds. So, there is no refinery mill machines in tyre factories. The heating of the rubber in the preparation zones of the main components is carried out by cold feed extruders. Large capacity extruders are used under the drop door in mixing rooms. As a result, there are very few milling machine and milling operators in the tyre factory. Factory structures are smaller, parts production and machine maintenance are outsourced.

Full robot transfer units already exist, No man-tyre building and curing are achievable now. Profile extruders are already disabled, calendering might be totally needless by body ply webbing on tyre building drums.

Being open and innovative in the tyre and rubber industry is important. Support for technological innovation and productivity, as well as the vision to find more efficient devices, is required. New control systems with computers and automation are inevitable. Indeed, the company's employees must have a vision to choose the last and the best for the future. The most important thing is to find profitable solutions for the entire company.

As you follow the progress of the machine, keep in mind that new materials are coming. Any fashionable material will one day be a burden on the staff. Major hardware changes require new processes or machines. The ultimate case is the cancellation of part of the process, which means the cancellation of the production machines. Such a case can be irresistible at any time.

The increasingly demanding structure of the automotive industry and regulations will demand ever lighter, more environmentally friendly and more rolling-resistant tyres, which repeatedly calls for ambitious innovations. Innovative materials are inevitable to exceed expectations. Just as new materials come out of the R&D thicket box and enter the daily production inventory, the production area and machinery should be reorganised.

Full robot transfer units already exist in many phases instead of being transported. There are automatic scan and uniformity checks. No man tyre building and curing operations are achievable now. Profile extruders are already being phased out in some tyre factories. Body ply webbing could be more of a standard technology in tyre building.  Calendering may be totally needless in tyre plants.

As far as automation and controllability technologies assess, there is still room for refinement or cancellation of production processes and machines in tyre factories.

Today, Mechanical rubber products production machine’ parts are made to tighter tolerances. The integrity of the main body material is higher than in previous years. (TT)

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Continental marked a major milestone on 22 May 2026 during opening ceremonies for the second expansion phase of its Rayong plant in Thailand. The development includes growth for the Passenger and Light Truck Tires division and the start of radial production for motorcycle tyres.

The Rayong motorcycle tyre facility operates with fully in-house manufacturing, from rubber compounds to finished products, using modern equipment. All processes adhere to Continental’s global quality and control standards, enabling production of both radial and diagonal tyres with capacity for future expansion. A high degree of automation and automatic monitoring systems eliminate manual errors while maintaining strict quality checks at every step.

Continental’s Rayong production serves diverse riding styles, including sport-touring and adventure touring segments, with popular radial and diagonal tyre models already in production. In March 2026, the plant received IATF certification, meeting international automotive standards that guarantee continuous quality processes and supply reliability for original-equipment customers.

The expansion also reflects Continental’s sustainability commitment, with solar energy supplying about 13 percent of the plant’s electricity needs. Additionally, the project has created new jobs, strengthening the regional economy.

Christoph Ettenhuber, Head of Business Field Motorcycle Tires, Continental, said, “By expanding our facility in Thailand, we are strategically strengthening our global production structure for Continental Motorcycle Tires. Together with our established operations in our Korbach plant in Germany, we are laying the groundwork for a faster, more flexible response to market demands. Rayong is a key component of our international motorcycle tyre strategy and underscores our clear commitment to growth and state-of-the-art production processes. For our customers, this means premium quality made by Continental – no matter which continent they’re on or which roads they travel."

Sahil Agrawal, Head of Manufacturing Operations in Rayong, said, “Quality is our top priority – for our original equipment customers as well as for end consumers. Our system captures every detail: all tyres are fully traceable at every production step. Online monitoring systems such as automatic scales, profilometers and camera systems ensure that every component is within specification limits. Automation – from the green tyre spray system to automatic tool management – enables us to achieve maximum quality levels while creating an ergonomic and safe working environment.”

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Bridgestone Corporation has once again been selected as a constituent of several globally recognised environmental, social and governance (ESG) indexes, including the Dow Jones Best-in-Class World Index, the FTSE4Good Index Series, the MSCI Selection Indexes, the FTSE JPX Blossom Japan Index, the FTSE JPX Blossom Japan Sector Relative Index, the MSCI Japan ESG Select Leaders Index and the MSCI Japan Equity ESG Select Leaders Index.

The Japanese tyre giant’s continued inclusion in these rankings serves as a concrete and objective embodiment of its corporate mission to serve society with superior quality. Company leadership views the ability to sustain such ESG initiatives over many years as a distinct organisational strength.

Regarding the Dow Jones indexes, Bridgestone has been selected for the Best-in-Class World Index for four consecutive years since 2022, which recognises the top 10 percent of sustainability leaders among 2,500 major global companies. The firm has also maintained a place in the Best-in-Class Asia Pacific Index for 16 straight years since 2010.

In the FTSE Russell assessments, Bridgestone has achieved eight consecutive years of selection for the FTSE4Good Index Series since 2018, alongside the same duration for the FTSE JPX Blossom Japan Index. The company has also been included in the FTSE JPX Blossom Japan Sector Relative Index for five consecutive years since 2021. For MSCI, Bridgestone has secured three straight years of selection for the MSCI Selection Indexes since 2023 while receiving the highest AAA rating in the MSCI ESG Ratings for three consecutive years.

The company has additionally earned high marks from the international non-profit CDP, receiving an A minus rating in both Climate Change and Water Security for 2025, marking six consecutive years at the leadership level. Bridgestone also obtained an A rating in the Supplier Engagement Rating for the seventh time. Key initiatives behind these recognitions include the expansion of its sustainability business model towards carbon neutrality and a circular economy, actions supporting nature positive goals such as sustainable natural rubber and water resource management, a comprehensive due diligence system based on Plan-Do-Check-Act cycles for human rights and environmental risk and global policy execution guidelines.

Bridgestone places sustainability at the core of its management, aiming to implement and evolve its unique business model across the entire value chain from production and use to renewal and raw materials. These efforts link business operations directly to the realisation of carbon neutrality, a circular economy and a nature positive world.

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Tegeta Green Planet and Shine Energy, both affiliated with Tegeta Holding, have launched a joint educational initiative to raise environmental awareness and a sense of responsibility among young people. The project addresses modern challenges such as environmental protection and sustainable development.

Company representatives are visiting schools across Tbilisi to hold informational meetings, presentations and workshops. The programme begins with presentations, followed by interactive games and activities designed to help students retain the information. At the end of each session, participants receive symbolic gifts and prizes as motivation.

Tegeta Green Planet focuses on teaching students the principles of specific waste management, including how to properly handle used tyres, batteries and oils. The sessions explain why proper waste management is essential for environmental protection and how it connects to the circular economy. Meanwhile, Shine Energy educates young people on the importance of energy, its everyday use and why developing renewable and sustainable energy resources is crucial.

The initiative is not limited to schools. In the near future, both organisations will expand their efforts to universities, aiming to broaden awareness about environmental protection, waste management and energy efficiency. The ultimate goal is to foster environmentally responsible attitudes among the younger generation, helping build a more sustainable and conscious society.

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Zeon has been recognised as a Supplier Engagement Leader in the 2025 Supplier Engagement Assessment (SEA) conducted by CDP, a United Kingdom-based international environmental nonprofit organisation. This achievement represents the first time the company has received the highest possible rating in this assessment.

The evaluation measures how corporations address climate change within their supply chains, focusing on responses to the CDP Climate Change Questionnaire across five critical areas. These include governance, emissions targets, Scope 3 emissions management, risk management and overall supplier engagement strategies.

Zeon earned the top rating for its efforts to reduce greenhouse gas emissions through supplier collaboration, a group-wide initiative, alongside continuous dialogue maintained via procurement activities. Guided by its philosophy of contributing to planetary preservation and human prosperity, Zeon remains committed to sustainable management. The company reaffirmed that it will continue working with suppliers and other stakeholders to tackle climate change and meet societal expectations.

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