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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Emerging as a direct answer to the mining industry's most persistent durability challenge, Triangle Tyre has comprehensively launched its groundbreaking giant OTR tyre bonding protection solution: EnsureX Efficient Technology. This innovation is specifically engineered for the world's most punishing environments, such as the Deo Nai coal mine in Vietnam's Quang Ninh province. There, extreme heat, prolonged humidity and rugged lignite terrain traditionally cause severe tyre ageing and delamination, leading to high failure rates and operational risk.

The core of EnsureX is a material science breakthrough that solves the critical problem of adhesion failure between rubber polymers and steel cords under heavy load and complex conditions. It centres on an ultra-high-performance cobalt-free bonding system paired with a gradient adhesion-layer distribution. This combination delivers transformative performance through three key pillars: exceptional fatigue resistance to handle constant deformation, enhanced ageing resistance that boosts adhesion strength by over 40 percent and long-lasting corrosion protection suited for harsh climates.

Already proven in rigorous field testing, the technology has been applied to 49-inch and 57-inch tyre series with remarkable results. It acts as a resilient mechanical anchor within the tyre's structure, deeply securing each steel cord to create a far more integrated and robust assembly. This engineering advancement reduces delamination failures by more than 95 percent and extends overall tyre service life by over 15 percent, directly addressing the costly cycle of premature scrapping.

The successful deployment of EnsureX Efficient Technology marks a significant leap forward in OTR tyre capability. By providing a stronger, more durable and stable solution, it not only elevates safety and efficiency for mining operations but also solidifies a new standard of performance through independent innovation in high-end tyre manufacturing.

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Apollo Tyres is preparing to introduce the Vredestein Quatrac Pro 2, a next-generation ultra-high-performance all-season tyre slated for release in the summer of 2026. This product is engineered with a completely new architecture, innovative materials and an advanced directional tread to achieve leading performance standards. It is specifically designed for compatibility with contemporary electric and hybrid vehicles, offering low rolling resistance and minimal noise alongside a reinforced structure to accommodate their greater weight without compromising dynamic response.

This breakthrough tyre is conceived as a versatile, performance-focused option suitable for a broad range of vehicles, including sports cars, high-performance saloons and SUVs, and will be available in a wide selection of sizes. The launch continues the Vredestein brand's longstanding leadership in the all-season category, a segment it has helped define since the 1990s and where it currently offers the most comprehensive product range.

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CEAT Ltd reported strong growth in the December quarter, supported by higher volumes, improving operating margins and continued investment in capacity expansion, while flagging near-term pressure from currency movement and raw material costs.

The tyre maker posted consolidated revenue of INR 41.57 billion for the third quarter of FY26, up about 26 percent year on year. Standalone revenue rose 20.1 percent to INR 39.57 billion, driven by growth across replacement, OEM and international markets.

“This was a good Q3 for us, with more than 20 per cent year-on-year growth on a standalone basis,” said Arnab Banerjee, Managing Director and Chief Executive Officer. “Volume momentum continued across segments, supported by GST rationalisation, improving consumer sentiment and steady recovery in OEM demand.”

Demand outlook remains supportive

Management said the Indian tyre market entered calendar 2025 on a stronger footing, aided by tax reforms, rising electric vehicle adoption and premiumisation. CEAT expects the industry to deliver healthy single-digit growth over the medium term.

“Increasing disposable income in rural markets following robust rabi sowing and kharif harvest completion has been supportive,” Banerjee said, adding that replacement demand for truck and bus radials is expected to remain in the mid-to-high single digits, with seasonal upside during the summer months.

Two-wheeler tyres continued to perform strongly, while OEM demand for medium and light commercial vehicles recovered following GST rationalisation. Passenger vehicle demand is expected to grow at double-digit rates in the near term, supported by easing financing conditions.

International demand for radial commercial vehicle and passenger car tyres remained firm, with India emerging as a credible sourcing base for global OEMs and distributors.

Margins improve despite cost headwinds

Standalone EBITDA rose to INR 5.56 billion, translating into a margin of 14.1 per cent. Consolidated EBITDA stood at INR 5.68 billion, with margins improving both sequentially and year on year.

Gross margins, however, contracted sequentially by about 109 basis points, largely due to currency depreciation and inventory adjustments.

“The depreciation of the rupee and a modest rise in international natural rubber prices could result in a 1 to 1.5 per cent cost headwind over the next few quarters,” said Kumar Subbiah, Chief Financial Officer. “While crude-linked inputs remain stable, currency remains the key variable to watch.”

Standalone profit after tax came in at INR 1.92 billion, compared with INR 2.02 billion in the previous quarter. The decline reflected a one-time provision of INR 578 million linked to new labour code implementation.

“This provision largely relates to past service costs,” Subbiah said. “The ongoing quarterly impact going forward is expected to be minimal.”

Camso integration on track

CEAT said the integration of its Camso off-highway tyre business is progressing broadly as planned. Quarterly revenue stood at about USD 20 million, reflecting the ongoing transition of customer relationships from Michelin to CEAT.

“Most existing customers have approved the business transfer, ensuring continuity,” Banerjee said. “There are some one-time transition and IT costs in Q3, which will not recur from Q4 onwards.”

Management said underlying operating margins at Camso are already in double digits and are expected to improve further as utilisation rises and CEAT gains greater control over sourcing and sales.

Capex remains elevated

Capital expenditure during the quarter stood at INR 2.54 billion, taking cumulative spend for the year to INR 6.73 billion, excluding acquisition-related intangibles.

The board approved an additional INR 13.14 billion investment at the Chennai plant to add 3.5 million passenger car tyres of annual capacity, with completion targeted for the second half of FY28. The project will be funded through a mix of internal accruals and debt.

“Our capex guidance remains broadly in line with earlier estimates,” Subbiah said. “We will continue to monitor leverage closely to ensure balance sheet strength.”

Standalone gross debt stood at INR 29.54 billion, with debt-to-EBITDA improving to 1.25 times.

EV, premiumisation and sustainability

CEAT maintained a strong position in electric vehicle tyres, with more than 30 per cent share in OEM passenger EV tyres and about 20 per cent in two-wheeler EVs. The company continues to invest in premium products, including larger rim-size, run-flat and ZR-rated tyres, to improve realisations.

On sustainability, CEAT announced a partnership with CleanMax to develop 59 MW of hybrid wind-solar capacity, targeting about 60 per cent renewable energy usage by FY27.

“Q3 closed on a strong note, supported by a robust product pipeline and improving customer confidence,” Banerjee said. “We remain focused on sustaining growth while maintaining margin discipline and investing for the long term.”

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Himadri Speciality Chemical Ltd reported a sharp rise in profit for the quarter and nine months ended 31 December 2025, supported by margin expansion and accelerating investment across speciality carbon black capacity, export infrastructure and downstream materials.

The Kolkata-based speciality chemicals group said profit after tax for the nine months rose to INR 5.6 billion, exceeding the full-year profit recorded in FY25. Earnings before interest, tax, depreciation and amortisation increased to INR 7.3 billion, reflecting stronger operating leverage and a shift towards higher value-added products, despite softer revenue.

Revenue for the nine-month period stood at INR 33 billion, while total sales volumes increased by about three percent year on year to 428,572 tonnes. The company said its product mix remained focused on speciality and application-specific offerings, supporting profitability amid market volatility.

For the December quarter, consolidated EBITDA rose about 12 percent year on year to INR 2.5 billion, while profit after tax increased 36 percent to INR 1.9 billion, underlining continued margin improvement.

Investment-led expansion remains central to Himadri’s growth strategy. During the quarter, the company commenced trial production at its brownfield speciality carbon black expansion project at Mahistikry. Once fully operational, the project will increase total speciality carbon black capacity to 130,000 tonnes per annum, positioning Mahistikry as the world’s largest single-site facility for speciality carbon black. The project involves an estimated capital expenditure of INR 2.2 billion and is aimed at premium applications including plastics, inks, coatings and other niche segments.

Himadri also commissioned a high-temperature liquid coal tar pitch terminal at New Mangalore Port, creating a second export corridor alongside Haldia on India’s eastern coast. During the quarter, the company executed its first export shipment of 3,600 tonnes of liquid pitch to the Middle East. Management said the new terminal enhances logistics flexibility, reduces concentration risk and supports export-led growth in coal tar derivatives.

Beyond core expansions, the company continues to deploy capital across multiple growth platforms funded largely through internal accruals. These include forward integration into speciality chemicals such as anthraquinone and carbazole, with planned capital expenditure of INR 1.2 billion, as well as phased investments in lithium-ion battery materials, including a lithium iron phosphate cathode active material plant targeted for commissioning from FY27.

During the quarter ended 31 December 2025, upon receipt of INR 2.4 billion in balance consideration from promoters, Himadri allotted one crore equity shares to the promoters. Following the allotment, promoter shareholding increased to 52.5 per cent.

Commenting on the performance, Anurag Choudhary, Chairman and Managing Director, said the results reflected disciplined execution, operational efficiency and steady progress on strategic investments. He said the commissioning of new capacities marks the beginning of the company’s next phase of growth.

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