The unprecedented lockdown imposed in March last year turned the supply chain of companies upside down, and the tyre companies were no exception. However, the intensity of disturbance was relatively high for Yokohama Off-Highway Tires (YOHT), which exports more than 90 percent of its production. According to Padmakumar G, Executive Vice President – SCM at YOHT, unprecedented lockdown led to unprecedented initiatives for YOHT. “Most importantly, we learned the importance of being able to react, adapt and set up crisis management mechanisms to weather situations of uncertainty,” says Padmakumar G.

Q) Was Yokohama Off-Highway Tires (YOHT) ready for the unprecedented lockdown?

Padmakumar G: The whole of 2020 was an extraordinary time when ‘business as usual’ was not an option. From the beginning of the year, it was clear that we were braced for a marathon and not a sprint.

At work, we had a unique period of simultaneous supply and demand shocks. Our plants in India were closed for a couple of weeks. As they (plants) were finally allowed to operate, we faced government-mandated operating restrictions and labour shortages that prevented us from running the plants at total capacity.

On the positive side, our plant in Israel was running at full capacity and continued shipments as planned. All sales and administrative employees at global locations were working from home and were doing their best to be accessible at all times. In North America, our network of national warehouses was open, stocked at historically high inventory levels and operating at full local, regional, and national distribution capacity to ensure continued deliveries to locations.

Our competitive position, market share, brand and diversification of our businesses in products and regions helped us see some all-time highs during these challenging times.

Q) Vendors and customers got panicked because of the uncertainties instilled by the lockdowns. How did you keep their morale and confidence intact in those tough times?

Padmakumar G: Unprecedented lockdown led to unprecedented initiatives for YOHT. The acute restrictions and lockdowns created many urgent situations that required immediate attention in the early days of the pandemic. At YOHT, we believe that no crisis should go to waste.

Adaptability, inventiveness and tenacity of our team paved the way to a ‘recovery mode’, and we started planning for the longer-term proactively. We did not face substantial business and operational disruptions – from mitigating the effects of reduced supply to managing disruptions to logistics suppliers and hurdles in meeting their contractual obligations to customers.

YOHT has an agile team that quickly reprioritised the customers’ requirement and ensured critical supply continuation through our multiple sourcing locations. We closely integrated with suppliers, vendors and customers to have better visibility. Consistent communication and streamlining the complexity helped us keep our commitments while keeping the morale and confidence in the most challenging times.

Q) YOHT is mainly into export of products and imports of raw materials? How did you cope up with the supply-demand situation?

Padmakumar G: Prioritisation of critical supply with effective utilisation of available inventories of finished goods, raw materials, and production capacities were the immediate focus in the lockdown situation. What also helped is that we have a wide base of sourcing raw material from multiple sources. We were able to keep our facility running at full efficiency to meet market requirement. We stepped up all measures to ensure that our customers get our products in the earliest shipments.

Q) ATG is now a part of Yokohama, a global giant in the tyre industry. What changes has Yokohama brought in the supply chain?

Padmakumar G: Yokohama has a strong legacy of quality, and its manufacturing and supply chain is very process-driven. The Kaizen processes and digitalisation of our daily supply chain activities helped us improve our process and culture. 

Q) What did you learn from the pandemic?

Padmakumar G: The importance of supply chain resilience and risk management is more apparent than ever. Most importantly, we learned the importance of being able to react, adapt and set up crisis management mechanisms to weather situations of uncertainty. 

Q) There has always been pressure to reduce cost and improve efficiency by shortening the order-to-delivery period. Could you share a couple of examples highlighting the company’s efforts that reduced the cost and enhanced supply chain efficiency?

 Padmakumar G: To shorten the order to delivery, YOHT has initiated Strategic Inventory build-up through S&CP (Sales & Capacity Planning) and effective cost management through strategic buying of raw materials. We have also increased the manufacturing flexibility to reduce delivery in our business of handling 3500+SKU’s.

Q) What new ideas will the company implement at the Visakhapatnam plant to have better supply chain management?

Padmakumar G: Investment in technology that will gain data insights like MES & digitalisation, improving transparency and considerations on sustainability in the supply chain will be key focus areas of our SCM processes in the Visakhapatnam plant. 

Q) What are the current challenges in the business?

Padmakumar G: Current situation of increased raw material cost, an aggressive demand for containers and increased shipping cost are some of the major challenges in SCM across industries. 

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Triangle Tyre has entered into a 10-year exclusive distribution partnership with Titan International, a leading name in off the road tyre and wheel manufacturing based in West Chicago, Illinois. Under this strategic agreement, Titan gains sole rights to distribute Triangle and Diamondback branded OTR tyres throughout United States.

Under the terms of the deal, Triangle Tyre oversees product supply while Titan handles all distribution activities for a range of designated OTR tire products suited to various heavy-duty applications. Both companies are focused on delivering high performance tyre solutions engineered to withstand the increasingly rigorous demands of off the road environments.

This collaboration leverages Triangle’s worldwide manufacturing strength, the established recognition of the Diamondback brand and Titan’s extensive dealer network across North America. As a result, Titan can offer an expanded and unified OTR product line supported by its national sales and service infrastructure. The combined portfolio delivers clear advantages to dealers, OEM partners and end users in sectors such as mining, construction, earthmoving, aggregates, industrial operations and equipment rental. The range includes radial and bias OTR tyres for large earthmoving machines, loaders and dozers, scrapers and haulage equipment, mobile cranes, container handling and port machinery, as well as industrial and rental fleets.

Titan’s US dealer network is already receiving the first wave of Triangle and Diamondback OTR products, with additional sizes and tread patterns scheduled for release throughout the year. Dealers seeking current availability, detailed specifications or ordering procedures should reach out directly to their assigned Titan representative.

Paul Reitz, CEO & President, Titan International, said, “This partnership combines Titan’s deep channel reach with Triangle’s expanding OTR portfolio to deliver a broader, more competitive offering to our customers – backed by Titan’s service, training and technical support. We’re excited to bring the Triangle and Diamondback families into our US distribution platform to improve availability, coverage and value across critical OTR customers.”

Campbell Metcalfe, CEO, Triangle Tire, said, “Triangle is pleased to join forces with Titan to bring our OTR innovations to more US customers, faster. Titan’s scale, distribution strength and customer support capabilities will substantially enhance access to Triangle and Diamondback products across key industries.”

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Hankook Tire, the official tyre supplier for the FIA World Rally Championship, successfully concluded the fourth round of the 2026 WRC season. The Croatia Rally took place near Rijeka and finished on 12 April, with Hankook equipping competitors using its Ventus Z215 and Z210 tarmac tyres. The Ventus Z215 proved especially effective on dry pavement, delivering responsive handling and dependable grip that helped drivers navigate constantly shifting course conditions throughout the event.

This year’s rally featured a brand‑new route winding along the Adriatic coast and through rugged mountain landscapes. Covering 300.28 kilometres divided into 20 special stages, the competition crossed the Kvarner Gulf and the Istrian peninsula, demanding maximum effort from both drivers and teams. The event is notoriously challenging due to extreme variations in road surfaces, including smooth asphalt, rough concrete and patched areas, plus numerous blind crests. Aggressive cornering frequently dragged gravel onto the tarmac, temporarily changing traction and forcing precise tyre choices.

Hankook also ran a Brand World booth in the service park, using immersive motorsport content and interactive activities to highlight its unified global brand identity to fans. After a fierce battle, Takamoto Katsuta of Toyota Gazoo Racing claimed the overall victory. With this result, Katsuta now leads the drivers’ championship with 81 points, while Elfyn Evans trails closely, raising the stakes for the season title.

The championship next moves to the Rally Islas Canarias in Spain from 23 to 26 April, centred in Las Palmas de Gran Canaria. That round is expected to be a major test with volcanic asphalt, consecutive hairpin turns, and steep elevation changes. Since becoming the exclusive WRC tyre supplier for all classes in 2025, Hankook has reinforced its technological leadership by feeding data from over 70 global motorsport events into its research and development, continuously advancing high‑performance tyre technology and strengthening its brand prestige worldwide.

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Pirelli has confirmed that its three softest tyre compounds will be in action for the upcoming Sprint race weekends in Miami and Montreal. For both circuits, the C3, C4 and C5 specifications will serve as the Hard, Medium and Soft options, respectively, marking a clear choice towards maximum grip on these particular tracks.

The Miami Grand Prix, scheduled for the first weekend of May, will take place after a month‑long hiatus caused by the cancellation of the Bahrain and Saudi Arabian rounds. The circuit, built around the home stadium of the Miami Dolphins, features exceptionally smooth asphalt, which permits the use of Formula 1’s softest compounds. Thermal degradation is the main concern given Florida’s high temperatures, yet last year’s race showed limited tyre wear even with nominally identical compounds. This allowed drivers to push aggressively during the early laps, leading to numerous close battles on track.

In Canada later that month, Pirelli will again bring the softest selection because the Montreal surface is not very abrasive and extra grip is needed in heavy braking zones. Last season, when the range extended up to a C6 tyre, the trio including that option was used, though the soft compound itself played a minor role in race strategies as most teams preferred two‑stop plans relying solely on Hard and Medium tyres. Unlike Miami, the Canadian round introduces an unpredictable weather factor, especially given its earlier position on the calendar.

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Bekaert expects market conditions to remain mixed into 2026, with subdued demand across construction, hydrogen, and some industrial segments, along with ongoing uncertainty about global trade policies and tariffs. However, strong order books in energy and utilities, especially in Europe and North America, and stable demand in selected automotive segments in China should help offset weaker end markets.

Management indicated that structural cost improvements and focus on cash generation position Bekaert to improve margins as volumes recover. The company will prioritise growth through innovation, acquisitions, and further optimisation toward higher-margin activities.

Bekaert reported resilient 2025 results driven by cost controls, portfolio restructuring, and strong cash generation, despite weaker end markets.

The group posted consolidated sales of €3.7bn for the year, down 6% on a reported basis, reflecting currency effects, lower pass-through of input costs, and the disposal of lower-margin businesses. Underlying earnings before interest and tax were €297m, with a margin of 8.0%, compared with 8.8% a year earlier.

Profitability was supported by structural cost reductions and operational efficiencies, including a €40m cut in overheads and €39m in production savings. However, the company booked €162m in one-off restructuring and impairment charges as it adjusted its footprint to weaker demand.

Cash generation remained a highlight, with free cash flow rising 63% to €314m. Net debt fell to €180m, leaving leverage at 0.4 times EBITDA, reflecting a stronger balance sheet and disciplined capital management.

Investment and capital allocation

Bekaert continued to deploy capital selectively to support growth and efficiency. Capital expenditure included investments to expand capacity in high-demand segments such as energy and utilities, especially in North America, as well as equipment upgrades across its global footprint.

R&D investment totaled €69m in 2025, targeting sustainable construction, energy transition, and advanced materials to back the innovation agenda.

Alongside organic investment, acquisitions remained central to strategy. The company acquired Twincon and Flexofibers to strengthen its position in sustainable construction, and announced in early 2026 an agreement to acquire two tyre cord plants from Bridgestone.

Portfolio restructuring and expansion

Bekaert accelerated its shift to higher-margin and growth markets by exiting commoditised businesses in Latin America, cutting the region’s sales share to about 4% from 18% in 2022.

At the same time, the company expanded into targeted segments, including sustainable construction, lifting and mooring, and energy transition. Strategic partnerships and innovation initiatives—including developments in hydrogen, low-carbon construction materials and advanced rope technologies—continue to underpin this repositioning.

Geographically, the group maintained a broad global footprint, with demand growth strongest in China and North America, particularly in energy infrastructure and automotive applications.

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