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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Michelin reported a resilient performance in the first half of 2026 despite unfavourable exchange rates and continued weakness in original equipment (OE) tyre markets, as strong demand for premium replacement tyres and lower raw material costs supported profitability. The French tyre maker also reaffirmed its full-year guidance, expressing confidence in its ability to navigate geopolitical uncertainty and competitive pressures.

Group revenue stood at EURO 12.69 billion, down 2.6 percent from a year earlier on a reported basis. However, at constant exchange rates, revenue grew 0.5 percent, with a stronger euro reducing reported sales by 3.1 percent.

Michelin's core operating performance improved during the period. Segment operating income stood at EURO 1.45 billion, with the operating margin improving to 11.4 percent  from 11.1 percent  a year earlier. Excluding currency movements and changes in business scope, operating income rose 7 percent , driven by premium product sales, better pricing and lower raw material costs.

Cash generation also strengthened significantly. Free cash flow before mergers and acquisitions improved to EURO 282 million, compared with a negative EURO 102 million in the first half of 2025, while gearing remained at 26 percent , reflecting a net debt position of EURO 4.55 billion.

Premium replacement demand offsets OE weakness

Michelin said sales of MICHELIN-branded replacement tyres increased 5 percent, supported by premium products and larger rim-size tyres. The company said higher sales of premium tyres and the acquisitions of Cooley Group and Flexitallic helped offset weaker OE demand and lower volumes in Tier-2 and Tier-3 brands.

Lower raw material costs also boosted profitability, offsetting higher manufacturing, logistics and tariff-related expenses. However, net income declined to EURO 766 million from EURO 840 million due mainly to a lower contribution from equity-accounted companies.

Consumer business leads performance

The Consumer segment remained Michelin's largest earnings contributor, reporting revenue of EURO 6.93 billion and an operating margin of 12.5 percent , supported by strong replacement demand, particularly for the MICHELIN Primacy 5 Energy and Pilot Sport 5 Energy ranges.

The Transportation division improved its operating margin to 5.9 percent  despite continued weakness in North America's truck OE market, while the Specialty segment maintained a 14.1 percent  operating margin as strong mining and aircraft tyre demand offset weakness in agricultural OE markets.

The Polymer Composite Solutions business delivered the fastest revenue growth, rising 14 percent  to EURO 728 million, largely due to acquisitions, although margins were affected by weaker demand for conveyor products.

Regional tyre markets remain mixed

Michelin said global passenger car and light truck OE demand declined 3 percent, while the replacement market grew 1 percent during the first half.

Europe

• OE demand declined 1 percent
• Replacement demand fell 2 percent

North and Central America

• OE demand declined 1 percent
• Replacement demand fell 4 percent

China

• OE demand contracted 7 percent
• Replacement demand increased 9 percent

The company attributed China's OE weakness to lower government subsidies for new vehicles, while Europe experienced slower economic activity and North America was affected by tariff-driven vehicle price increases and weaker EV incentives. In Europe, replacement demand was also influenced by dealers building inventories ahead of anti-dumping duties on Chinese tyre imports.

In truck tyres, the global market excluding China grew only 1 percent , with sharp regional differences:

• Europe: OE +4 percent , Replacement +9 percent
• North & Central America: OE -12 percent , Replacement -13 percent
• South America: OE -11 percent , Replacement +32 percent

Michelin said North American demand remained subdued as fleet operators delayed purchases, while South America's replacement market expanded rapidly due to increased low-cost tyre imports.

Acquisitions and innovation

Michelin completed three acquisitions during the first half, including Tex Tech Industries, following earlier purchases of Cooley Group and Flexitallic, strengthening its Polymer Composite Solutions portfolio in higher-value industrial markets.

The company also unveiled a universal AI-powered digital tyre twin capable of predicting tyre behaviour using real-time vehicle data and introduced new tyres containing up to 75 percent  renewable and recycled materials.

Workforce restructuring continues

Michelin plans to adapt its workforce in France through voluntary measures, with up to 1,500 positions potentially affected over the next three years.

In the United States, the company will progressively wind down production at its BFGoodrich plant in Tuscaloosa, Alabama, consolidating production at Fort Wayne, Indiana, resulting in approximately EURO 220 million in non-recurring charges during 2026.

Outlook

Michelin maintained its full-year guidance and continues to expect growth in segment operating income at constant exchange rates and business scope, while targeting more than EURO 1.6 billion in free cash flow before M&A during 2026.

Florent Menegaux, Michelin's Managing Chairman, said the company's improved sales momentum reflected continued innovation, stronger brand appeal and disciplined execution despite a challenging geopolitical and competitive environment.a

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Tegeta Green Planet contributed to a recent youth initiative in Bakuriani by partnering with the Georgian Institute of Public Affairs for its annual summer camp. The collaboration featured a targeted environmental workshop designed to instil stronger ecological values and sustainable habits among the student participants.

A central figure in the proceedings was Tamar Dolidze, Head of the Occupational Safety and Environmental Protection Department at Tegeta Holding. Her address to the attendees covered the mounting pressures of climate change, the finite nature of key resources and the collective duty of citizens to mitigate environmental harm.

Beyond the lecture, the organisation’s team delved into forward-thinking approaches to waste reduction, the operational logic of circular economic models and the regulatory significance of producer responsibility schemes. An open forum followed, enabling the young audience to pose questions and exchange viewpoints, while a subsequent interactive contest added a lighter touch and was accompanied by small prizes.

Long-term engagement with educational spheres remains a cornerstone of Tegeta Green Planet’s outreach, encompassing schools, universities, and seasonal camps. The enterprise views such programmes as vital for bridging theoretical instruction with real-world behavioural change, reinforcing that environmental literacy and enthusiastic youth involvement are fundamental drivers of a more resilient and resource-conscious future.

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TyreSafe has entered into a new collaborative agreement with the Rail Safety and Standards Board (RSSB), marking a unified effort to mitigate occupational road risks and enhance vehicle safety standards within United Kingdom's rail sector. This strategic alliance will see TyreSafe integrating its expertise with the RSSB’s Road Risk Group (RRG) to bolster safety protocols for rail employees, contractors and all personnel traveling on industry business.

The core objective of this partnership is to embed tyre safety education, awareness and best practices into the rail industry's operational framework. By doing so, the collaboration directly targets the hazards associated with work-related driving. This initiative comes as data reveals that road traffic collisions were responsible for 3 out of 10 workforce fatalities in the rail industry over the five-year period leading up to 2024, underscoring the critical need for enhanced risk management.

In response, the Road Risk Group is spearheading sector-wide improvements by fostering collaboration, sharing safety methodologies and refining safety reporting and analysis. The group is also championing behavioural and cultural shifts within organisations while actively promoting the Occupational Road Risk Management Charter. This partnership recognises that effective risk management encompasses not only driver conduct but also vehicle maintenance and overarching safety culture.

Through joint educational campaigns and resources, TyreSafe and RSSB will encourage rail organisations to prioritise tyre condition as a fundamental component of their road safety strategies. This initiative directly supports the broader objectives of the Rail Health and Safety Strategy, which has identified occupational road risk management as a key priority for safeguarding the industry's workforce.

Lucy Powell, Strategy Manager at RSSB, who approved the partnership, said, “Road risk continues to be one of the most significant safety challenges facing the rail industry beyond the railway boundary. Partnering with TyreSafe enables us to strengthen awareness of one of the most critical elements of vehicle safety. Through education, collaboration and the sharing of best practice, we can help organisations better manage occupational road risk and support our industry’s commitment to protecting everyone who drives for work.”

Caitriona O’Brien, Workforce Health and Safety Manager at Network Rail and Chair of the RSSB Road Risk Group, said, “The Road Risk Group is committed to championing a stronger focus on managing occupational road risk across the rail industry. Working with TyreSafe brings valuable expertise that complements our strategic objectives, helping organisations place greater emphasis on vehicle safety as part of a wider culture of safe driving. By working together, we can continue to reduce preventable incidents and improve outcomes for everyone travelling on work-related journeys.”

Stuart Lovatt, Chair of TyreSafe, said, “We are delighted to become an official partner of RSSB and to support the important work of the Road Risk Group. Tyres are the only point of contact between a vehicle and the road, yet they are often overlooked in fleet safety programmes. By working with RSSB, we can help embed tyre safety into occupational road risk management across the rail sector, ensuring that employees and contractors understand the vital role that properly maintained tyres play in preventing incidents and saving lives.”

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Yokohama Tire has renewed its environmental collaboration with the Surfrider Foundation’s North Orange County chapter through a recent coastal cleanup initiative at Seal Beach in Southern California. The joint effort resulted in the collection of dozens of refuse bags, with the total haul of hazardous waste exceeding 100 pounds (approximately 45.36 kg) removed from the local shoreline.

This beach restoration project represents the latest activity in a three-year partnership between the tyre manufacturer and the nonprofit organisation. The initiative falls under Yokohama’s broader corporate social responsibility framework known as the ‘Caring for our Communities’ programme, which coordinates various philanthropic endeavours.

Beyond the direct cleanup efforts, Yokohama continues to provide material support to the Surfrider chapter, including student club memberships, water quality testing kits, cigarette butt collection canisters and replacement equipment for harbour maintenance. The company maintains similar environmental partnerships with Tread Lightly! and the California State Parks Foundation alongside its ongoing work with Surfrider.

Alan Holtschneider, Senior Director of Marketing, Yokohama, said, “It’s been truly gratifying being a part of Surfrider Foundation’s North OC Chapter ongoing work to protect the environment, especially the beaches and oceans. We continue to volunteer on numerous projects with them, and the successful Seal Beach cleanup was another great example. It’s all part of Surfrider’s ongoing mission to protect and preserve the world’s ocean, waves and beaches for all to enjoy.”

George Manyak, longtime event coordinator for Surfrider Foundation North Orange County Chapter, said, “We really appreciate all the help Yokohama Tire has given us over the years. Their support has made a major impact on keeping our local beaches clean and safe for visitors to experience.”

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