The transition to a single-CEO model is supported by a well-defined governance structure that clearly separates strategic oversight from executive decision-making.

Antonio Tulio Jou Inchausti has stepped into the role of Chief Executive Officer at Unique Rubber Technologies, taking charge at a pivotal moment as the company sharpens its focus on innovation, operational discipline and long-term growth in the global retreading industry. Speaking exclusively to Tyre Trends, he unfolds the forward path.

What are the first three strategic priorities you plan to redefine Unique Rubber Technologies in your first 12–18 months as CEO?

Focus will be strengthening what truly sustains the company viz-a-viz our people, culture and responsibility for the future. The safety of our teams comes first, and throughout 2026, we are implementing a robust SafeStart programme to further embed a culture of care, prevention and accountability across the organisation.

At the same time, we will continue to invest strongly in the development of our people, empowering them to deliver their best every day and reinforcing talent as a key pillar of our success. These priorities support our sustainable growth journey, honouring the legacy of the 50 years we have recently completed while preparing the company for its next phase of evolution, guided by consistency, purpose and long-term vision.

Where do you see the company under-positioned today and how do you intend to close that gap?

Unique Rubber Technologies is well positioned as one of the most relevant players in the retreading market in Latin America, holding leadership positions through its Tipler and Borex brands. Our continuously expanding dealer network delivers strong value to the market by offering products and services recognised for its high quality, reliability and outstanding mileage performance, exactly what end customers expect from our solutions.

Looking ahead, our focus is on expanding into new and complementary markets, growing alongside our existing customers while also addressing opportunities in product segments where we see room to evolve through innovation and embedded technologies in our processes.

How do modern manufacturing and retreading heritage come together in your value proposition?

We are proud to operate one of the most modern manufacturing facilities in the industry, which reinforces safety, consistency and product quality. At the same time, we remain committed to preserving and advancing the company’s legacy by promoting the efficient use of natural resources, inherent to our retreading processes, and by contributing to lower transportation costs through products that combine high mileage performance, safety and reliability.

How will you balance research and development ambition with cost discipline and time-to-market pressures?

Innovation at our company is guided by a disciplined and long-term approach. Our research and development teams continuously monitor developments not only in the domestic market but also in key international markets, ensuring we remain aligned with the most advanced product concepts, equipment and manufacturing technologies available globally.

At the same time, we consistently optimise our processes to maintain a cost structure that is well aligned with market demand, allowing us to remain competitive while accelerating time to market. Our perspective is not short-term; we regularly review our strategic planning with a five-year horizon, focusing on improvements that will translate into superior products and services over time.

How do you balance innovation with market needs to deliver consistent performance?

We firmly believe that high-quality products delivering superior mileage and performance will always earn customer preference and balancing innovation with market needs, execution discipline and sustainable results is at the core of how we continue to move forward every day.

What specific inefficiencies in operations or supply chain have you already identified and what measurable improvements should stakeholders expect?

As with any industrial operation operating at scale, there are always opportunities to improve efficiency and our focus has been on identifying areas where greater integration, predictability and agility can be achieved across operations and the supply chain.

We have already identified opportunities to optimise process flows, reduce variability and strengthen coordination with key suppliers, leveraging data, standardisation and better planning tools. These initiatives are designed to improve lead times, increase reliability and enhance overall operational efficiency without compromising quality or safety.

What measurable improvements can stakeholders expect from this strategy?

Stakeholders can expect measurable improvements in service levels, operational consistency and cost efficiency over the coming cycles as well as a more resilient supply chain capable of supporting our growth strategy. Our approach will be focused on delivering tangible results and keep building a continuous and stronger operational foundation for the future.

How will your approach to client engagement differ from the previous co-CEO model, particularly with global OEMs and strategic partners?

Approach to client engagement is built on continuity while further strengthening clarity, consistency and proximity in how we engage with our customers and partners. The company has established strong relationships over the years and my role as CEO is to enhance those connections through more direct and structured strategic dialogue, particularly with global OEMs and key strategic partners.

We will ensure closer alignment between our commercial, technical and operational teams, enabling faster decision-making and a more cohesive value proposition across markets. Beyond transactional interactions, our focus is on deepening long-term partnerships through collaboration, joint development initiatives and shared growth agendas.

With the former co-CEOs remaining active in governance bodies, how will decision-making authority be clearly defined to avoid strategic overlap or delays?

The transition to a single-CEO model is supported by a well-defined governance structure that clearly separates strategic oversight from executive decision-making. While the former co-CEOs continue to contribute through governance bodies, their role is focused on guidance, continuity and long-term perspective, rather than day-to-day management.

Executive authority and accountability are clearly defined within the leadership team, enabling agile, timely and consistent decision-making. This structure ensures strategic alignment without overlap, preserves institutional knowledge and allows us to move forward with clarity, speed and discipline, fully aligned with our long-term objectives and growth strategy.

Will future growth come from expansion, new products or deeper market penetration?

Our future growth will be driven by a balanced combination of geographic expansion, innovation in product platforms and deeper penetration in existing markets. We see significant opportunities to strengthen our presence where we already operate by expanding our portfolio, increasing customer proximity and extracting more value from established relationships.

At the same time, we will selectively pursue geographic expansion into markets that align with our capabilities and long-term strategy. Innovation remains a key enabler across all fronts, allowing us to develop new product platforms and solutions that respond to evolving customer needs and regulatory requirements. This diversified growth approach provides resilience, scalability and consistency, ensuring that the company continues to grow in a disciplined and sustainable manner.

How prepared is the company to meet stricter regulatory and ESG demands?

Sustainability is deeply embedded in our business model and operational practices, well beyond branding or positioning. Our retreading solutions inherently contribute to the efficient use of natural resources and lower environmental impact, which places us in a strong position to meet increasingly stringent regulatory and ESG requirements.

We continuously invest in safer, more efficient processes, advanced technologies and responsible sourcing to ensure compliance with evolving regulations across the markets we serve. At the same time, we work closely with customers to align our products and services with their sustainability and compliance mandates, offering solutions that combine environmental responsibility, safety, performance and economic value.

Which competitors or substitute technologies pose the biggest threat to your business model over the next five years?

Rather than focusing on individual competitors, we closely monitor broader industry dynamics and substitute technologies that could influence customer choices over the next five years.

The main competitive pressure comes from solutions that promise lower upfront costs or alternative lifecycle approaches, even if they do not always deliver the same levels of performance, safety or sustainability over time.

How does the company turn industry and regulatory shifts into competitive advantage?

Our business model is built on proven technology, high-quality products and superior mileage performance, which continue to be highly valued by customers focused on total cost of ownership and operational efficiency.

We remain attentive to technological shifts, regulatory changes and evolving mobility trends and we continuously invest in innovation, process optimisation and product development to ensure our solutions remain relevant and competitive. This proactive and disciplined approach allows us not only to mitigate potential threats but also to turn industry evolution into opportunities for differentiation and long-term growth.

How will you define success in this role?

I will define success in this role by the strength and sustainability of the organisation we continue to build. Success means a company where people feel safe, engaged and empowered, where customers recognise us as a trusted and long-term partner and where our products consistently deliver quality, reliability and performance.

It also means advancing the company’s strategic objectives with discipline, clarity and consistency while preserving the values and legacy built over the past 50 years. Ultimately, success will be reflected in the company’s ability to grow responsibly, adapt to change and create lasting value for customers, employees and all stakeholders.

Apollo Tyres plans to invest INR 35 billion in FY2026-27, with nearly 80 percent of the capital expenditure earmarked for growth and capacity expansion projects across India and Europe, as the tyre maker seeks to meet strong demand despite escalating raw material costs and geopolitical disruption.

Most of the planned investment will be directed towards expanding truck and passenger car tyre capacity in India, while the remainder will support passenger car tyre expansion at the company’s Hungary plant.

Apollo Tyres said capacity utilisation across both India and Europe had reached about 90 percent, with demand remaining strong in replacement and original equipment markets. The company added that April volumes had continued to show strong momentum despite recent price increases.

The company reported consolidated revenue of INR 73.4 billion for the fourth quarter, up more than 14 percent year on year, while earnings before interest, tax, depreciation and amortisation margin improved to 14.6 percent from 13 per cent a year earlier.

Revenue from Indian operations rose 14.3 percent to INR 52.4 billion during the quarter, supported by high-teen volume growth in both replacement and original equipment segments.

Neeraj Kanwar, Vice-Chairman And Managing Director, said geopolitical developments in West Asia continued to create uncertainty and volatility across raw material, energy and logistics costs.

The company expects raw material costs to rise by mid- to high-teens sequentially during the current quarter, led by a sharp increase in natural rubber prices. Apollo Tyres said natural rubber prices had risen to about INR 250 per kg from around INR 200 per kg during the fourth quarter.

To mitigate the pressure, Apollo Tyres has announced price increases of 6-8 percent across product categories in India during the current quarter and indicated that further increases may be necessary.

Gaurav Kumar, Chief Financial Officer, said the inflationary environment remained highly volatile.

“Mid to high teens is the current reality,” Kumar said. “We’ve taken about half the price increase that is needed.”

The company said it was also implementing cost-control measures across operations, including reductions in discretionary spending, as it sought to protect margins from higher commodity and logistics costs.

Apollo Tyres continues to restructure its European manufacturing operations as part of efforts to improve profitability. The company said the closure of its Enschede plant in the Netherlands remained on schedule, with production expected to cease by June 30.

Management said the decision was driven by persistently weak European market conditions, elevated energy costs and unusually high wage inflation in western Europe.

Apollo Tyres has taken a non-cash write-off of EUR 43 million related to the plant closure and expects total restructuring-related cash outflow, including social plan payments and legal costs, to exceed EUR 55m.

The company said the restructuring should begin improving European margins during the second half of FY2026-27 as production shifts towards lower-cost facilities in Hungary and India.

Apollo Tyres added that India and Europe would remain priority markets for future capacity allocation decisions, although export demand in some overseas markets had softened amid broader macroeconomic uncertainty.

Linglong Tire has appointed Pradeep Karat as Sales Director OTR for the Middle East and Africa (MEA) region, effective from the beginning of May 2026.

Karat will oversee strategy and sales for the company’s specialty tyres division across the MEA region and report to Jeffrey Hughes, director EMEA. He will work with product and marketing teams to expand the group’s presence in the off-the-road (OTR) tyre segment, develop strategic partnerships and support growth in new markets.

Before joining Linglong, Karat worked at Hankook Tire, where he most recently served as senior manager for truck tyre sales in the Middle East and Africa.

Over a career spanning more than 30 years, he has held sales and marketing management roles at tyre manufacturers including Bridgestone, Goodyear and Continental.

“I am very pleased to be part of the Linglong team with immediate effect and to start as Linglong Sales Director Middle East Africa. I will do everything I can to use my experience and expertise to successfully advance Linglong in the MEA region,” said Karat.

Linglong said Karat would focus on strengthening the company’s position in India and key African markets. He will also work closely with Sherif Degheidy, who joined the company in February.

“I have worked with Pradeep in the Middle East in the past and am very pleased that he is now joining Linglong to help us continue to grow our off-highway business,” Hughes said.

“He brings extensive knowledge of the region, knows how to find new distributors and build strong partnerships. Pradeep will seek to expand Linglong's presence in India as well as in key African markets.”

Karat holds a master’s degree in marketing and economics and speaks Arabic, Hindi, Tamil and Malayalam, in addition to English. He will be based in Dubai.

CAMSO Construction has announced the appointment of Stefan Bartella as Area Sales Manager for the DACH region. Bartella brings solid sales experience and a deep understanding of regional market dynamics to the role. Company officials stated that his expertise will support the organisation’s continued growth in the area. The appointment reflects CAMSO Construction’s commitment to strengthening its commercial team in Germany, Austria and Switzerland. Bartella’s knowledge of local customer needs and market trends is expected to drive further business development and reinforce the company’s position across the DACH territories.

The company statement read: “We’re pleased to welcome Stefan Bartella to CAMSO Construction as Area Sales Manager for the DACH region. With solid experience in sales and a strong understanding of regional market dynamics, he brings valuable expertise that will support our continued growth. Welcome aboard, Stefan!”

Nokian Tyres has appointed Glenn Arbaugh as the new Head of Research and Development for North America, marking a strategic move to strengthen product innovation for drivers in the United States and Canada. He will lead the region’s R&D efforts from the company’s manufacturing and research hub in Dayton, Tennessee.

Bringing nearly 35 years of global tyre industry experience in technical leadership, product engineering and design, Arbaugh will oversee next-generation tyre development while enhancing product quality and manufacturing standards at the Dayton Factory. His role supports close collaboration between the North American R&D team and Nokian’s global research operations in Finland.

Since opening in 2019, the Dayton Factory has dedicated all production to the North American market and earned recognition as the first tire plant worldwide to achieve LEED v4 Silver certification. Nokian Tyres, inventor of the winter tyre, continues to offer premium all-season, all-weather and light truck tyres across the region.