Being a global supplier of tyre oil, Nynas supplies its products to major tyre companies worldwide. However, the Covid-19 pandemic brought unforeseen challenges in transporting goods through all three modes of transportations, and Nynas is no exception! In an interview with Sharad Matade of Tyre Trends, Rogier van Hoof, Head of Secondary Distribution Naphthenics at Nynas, says enhanced communication and exchange of information digitally will help the company handle the new challenges. He also added that the container availability is expected to be normalised in 2022 but road transportation will remain a challenge.

Ever since Covid-19 engulfed the world, the job of Rogier van Hoof, Head of Secondary Distribution Naphthenics at Nynas, has become more challenging. Though tyre production is coming back on track speedily, the challenges at the logistic front are still demanding. Recollecting the initial impact of Covid, van Hoof says, "For Nynas, it all started in early 2020, when the lockdowns in China forced factories to close down manufacturing activities. However, the initial shock was largely seen in truck movements. As part of the measures, drivers had to go into quarantine after a long haul drive. They could pick up a container, but they had to go into quarantine when they were back at the delivery point. So we saw an immediate effect on the truck availability. The cascading impact, I don't think anybody could have predicted. We are on a steep learning curve since the beginning of 2020."

van Hoof and his team swung into action and immediately enhanced the communication with its customers, forwarders and logistic partners to evaluate options to tackle the unprecedented challenges. "I don't think anyone was prepared for what had happened afterwards. Before Covid, people used to take logistics for granted that you order something and it's there when you want it. But with the Covid situation, people have realised to approach things differently, not only on the factory levels but also on the logistics sides on a day to day basis. There are still many limitations we have to deal with," says van Hoof.

According to van Hoof, in the last one and a half years, the just-in-time concept is out of the window and long-term planning has become the priority. "In the past, we knew there was a vessel going every week, and we had substantial free times in getting the containers in, getting them loaded and bringing them to the quay. Even if we would miss a vessel, we always could ship it next week, so the delay was manageable – but that has gone completely out of the window today. It is clear that if you miss a vessel, the next vessel with space will be there maybe in a month. This means everyone needs to plan much further ahead," says van Hoof.

Most countries are now recovering from the Covid impact; however, many major export destinations are still grappling with severe restrictions. Many main ports are congested and containers are either stacking up at cargo ports or in inland depots. This imbalance results in waiting time for space on vessels, according to reports, between three to eight weeks. The logistics supply chain is struggling to get back in balance resulting in extreme price spikes and unpredictable delays. "This is a situation which is unprecedented; we have never seen it before," adds van Hoof.

van Hoof says loyalty and predictability are helping the company sail through the rough time. "We have been working with our logistic partners for a long time and, therefore, they know that what we promise them, we deliver. Predictability towards the stakeholders like transporters, shipping lines, forwarders has become key. In desperation, many companies are making overbooking of containers but failing to utilise the booking fully. In our relationship with our forwarders and the shipping lines, we have been able to show loyalty and keep our promise. If we tell the shipping line that we will ship 50 containers this week, we will make sure that these 50 containers are there. Our loyalty is rewarded by the fact that they will treat us as a preferential client. Price is no longer the highest priority, and this is something people need to realise. There's always somebody who is prepared to pay more,” explains van Hoof.

van Hoof feels the container availability situation will be normalised by 2022, but the driver availability issue will remain a more significant issue.

Currently, the company has 23 depots worldwide, of which Antwerp, Houston and Singapore are central storage facilities and blending stations. Last year, the company transported around 700,000 tonnes of oil by sea. There were also 30,000 deliveries by road tanker, 10.000 container transports and 250,000 drums delivered to customers worldwide.

However, opening more depots to tackle the logistic challenges is not viable, thinks van Hoof. Around 2018-19, shipping costs for containers were at the lowest level ever; companies always preferred shipping over setting up depots. "Now our shipping costs have not only increased substantially, but the reliability of the shipping has gone down to the lowest ever. I think that less than 60 percent of the vessels arrive at the bars on time. So we are continuously looking at what is now the best solution. But you also have to consider that opening a depot in a country is not a temporary thing. It is something you do for the long run," explains van Hoof.

van Hoof also sees a possibility of working with its clients to manage container utilisation. "There are customers who are logistically shipping more than we do. So can we use the strength of both companies to find a solution? For instance, let's say we ship 100 containers to India and our customer ships 200 containers from India, so we are seeing if we can help each other, can we use their containers? We see more and more openness among the stakeholders in tackling logistic challenges," says van Hoof.

Nynas is currently implementing a transport management system within the company, which will allow it to digitalise the information. The transport management system allows exchanging data between stakeholders, including Nynas' depots, transporters, forwarders, inspectors and customs agents. "Today, everybody's under stress, and people need real information in real time," adds van Hoof.

The company plans to go into the second phase to integrate all that information with other stakeholders.

The Nynas executive advises the youngsters in the transporting job to be agile and eager to learn to tackle unusual situations. "You need to deal with much information and make sense of that information and use it correctly. So if you are somebody who gets up in the morning and goes to work, and has no idea what will happen during the day, then you're a suitable candidate for the job. For me, I make a little list of two or three things to do every day, and at the end of the day, I'm always happy that I've done two or three jobs, because, during the day, there are so many other things that need attention or immediate attention," concludes van Hoof. (TT)

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Bridgestone India has further strengthened its environmental and educational mission with the opening of a Nature Interpretation Centre. This new facility, an eco-friendly mud structure, is situated within the company’s thriving Butterfly Garden at its Kheda Plant. Designed as a hub for nature-based learning, the Centre provides immersive educational tools such as 3D models and interactive smart boards, alongside a resource area with books and training materials. It will facilitate workshops and community programmes, having already engaged over 70 local students with hands-on conservation experiences.

The surrounding 1.23-acre Butterfly Garden forms a critical habitat, home to over 7,000 native plants that sustain a diverse ecosystem of butterflies, birds, mammals and pollinators. Its ecological impact is demonstrated by a Bombay Natural History Society evaluation, noting a significant rise in biodiversity. Since the garden’s creation, documented butterfly species have grown from 44 to 68 and bird species from 40 to 46, with several birds recorded in the Kheda region for the first time.

Collectively, the garden and centre showcase a successful model for harmonising industrial activity with nature, actively supporting Bridgestone’s commitment to sustainable growth and meaningful community engagement.

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JK Tyre & Industries Ltd. has formally completed the merger of its subsidiary, Cavendish Industries Ltd., into its operations, a strategic move that follows Cavendish's acquisition in 2016. At that time, Cavendish was operating at only 30 percent of its manufacturing capacity for various vehicle tyres. Under JK Tyre's stewardship, the subsidiary received extensive managerial, financial and technical support, which facilitated a complete operational turnaround. Through optimised manufacturing processes, capacity utilisation dramatically increased to 95 percent. Additional expansion at the Laksar facility further bolstered its substantial contribution to the company's overall tyre production.

This consolidation is projected to generate significant value by combining operational strengths, achieving greater economies of scale, and creating a more robust and diversified product portfolio. The unified entity will also benefit from an extensive, integrated distribution network. The merger aligns with JK Tyre's enduring strategy of pursuing sustainable growth through both organic projects and strategic acquisitions. Cavendish’s successful integration represents the company’s third major operational turnaround, following previous revitalisations of Vikrant Tyres and JK Tornel Mexico, alongside the establishment of two Greenfield plants.

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Hankook Tire has further solidified its commitment to sustainable manufacturing with the recent International Sustainability & Carbon Certification (ISCC) PLUS awarded to its Daejeon plant. This globally recognised certification validates the use of bio-based and recycled materials and ensures supply chain transparency, representing the company’s third such achievement following earlier certifications at its Geumsan and Hungary facilities. At the Daejeon site, the substitution of fossil-based synthetic rubber with bio-circular polymers has substantially lowered the environmental impact across the entire product lifecycle.

This milestone reinforces Hankook Tire’s comprehensive ESG strategy, which now encompasses original equipment, replacement and motorsport tyre production. A notable example is the supply of high-performance rally tyres, incorporating up to 31 percent sustainable materials, for the 2025 FIA World Rally Championship. The company’s sustainable innovation is also evident in products like the iON evo tyre for the Porsche Taycan, which uses 45 percent recycled and recyclable materials without compromising performance. Similarly, the iON GT replacement tyre for the European market integrates up to 77 percent certified materials and has earned top EU Tyre Label ratings.

Beyond product development, Hankook Tire is pioneering future mobility solutions, showcased by a concept tyre with 81 percent sustainable materials presented at IAA Mobility 2025. In electric motorsport, as the exclusive tyre supplier for Formula E, the company has earned the FIA’s highest environmental accreditation and is set to introduce the iON Race tyre containing 35 percent sustainable materials.

To accelerate these efforts, Hankook Tire is pursuing open innovation through collaborations with technology partners such as ROTOBOOST and Solvay, focusing on advanced materials like turquoise hydrogen-based carbon black and circular silica. The company is also engaged in national research consortia to validate carbon-reduction technologies and enhance the commercial readiness of sustainable alternatives, consistently aiming to merge high performance with ecological responsibility across its global operations.

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Bridgestone India has reconstructed and revitalised the government school in Kuti village, near the National Automotive Test Tracks (NATRAX) in Madhya Pradesh, under its Corporate Social Responsibility (CSR) initiative. The project directly serves a marginalised community of tribal groups and migrant labourers from states like Uttar Pradesh and Bihar. Previously, the school operated in a perilous and crumbling structure, lacking even basic facilities for its 175 students, despite the steadfast efforts of three teachers. The new, purpose-built campus now provides structurally safe and vibrant classrooms, dedicated child-friendly spaces and access to essential amenities.

This transformation is set to dramatically improve student enrolment and daily attendance by replacing a hazardous environment with one that is secure and conducive to learning. More than just infrastructure, the initiative instils a renewed sense of dignity and aspiration in both students and their families, who work primarily as daily-wage labourers, vegetable vendors and construction workers.

Executed in collaboration with the district administration and education department, this effort reflects Bridgestone India’s core mission of driving long-term social impact through strategic community partnerships. By focusing on critical gaps in educational infrastructure for displaced and underserved populations, the company fosters an environment where children can truly thrive and communities can build a more hopeful future.

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