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.

Gaurav Kumar has resigned as a whole-time director of Apollo Tyres, the Indian tyre manufacturer, after more than two decades with the company, though he will remain chief financial officer during a transition period.

The Gurugram-based company's board approved the resignation at a meeting on Thursday. Kumar steps down as a director, and consequently as a member of the risk management committee, with effect from the close of business the same day. The company said he had confirmed there was no material reason for his departure beyond that stated in his resignation letter.

Kumar will continue as chief financial officer for such period as is necessary to ensure a smooth transition, after which he will cease to be part of the company's senior management.

In his resignation letter, Kumar said: "It has been terrific to be part of the incredible journey at Apollo Tyres thus far. I have learned, and hopefully contributed in equal measure, and now seek to explore alternative and new challenges. I wish Apollo Tyres the very best for the journey ahead and will always be part of the Apollo Tyres Family." He added that he was grateful to Onkar Kanwar and Neeraj Kanwar for their support during his tenure of more than 22 years at the company.

Neeraj Kanwar, Vice-Chairman and Managing Director, said: "Gaurav deserves kudos for the critical role he has played in the growth of Apollo Tyres, both in India and overseas, in the last twenty years. While we do regret losing him, we are conscious of his personal aspirations and wish him the very best in his future endeavours."

The company said it was in the process of appointing a new chief financial officer.

Shrader Tire & Oil (STO) has announced the appointment of Bob Feldbauer to the role of President, effective 1 August 2026. He will concurrently serve as Chief Operating Officer, while Joe Shrader maintains his position as Chief Executive Officer.

Feldbauer’s ascent follows his arrival at STO in early 2025 as Chief Operating Officer, a role built upon a robust industry resume. His prior engagements include a lengthy stint at the helm of Jack’s Tire & Oil in Utah and a substantial period with Michelin North America, where he handled sales and managerial assignments.

Under the new structure, Feldbauer’s purview widens to encompass both internal fleet management across 14 sites and outward-facing commercial development, including alliances and market expansion. With the founding family’s fourth generation now active within the firm, the succession plan reinforces the enduring principles established when the company opened in 1948.

Shrader said, “Bob has proven exactly what we hoped he would when we brought him on board – sharp operational instincts and a real drive to help this company grow. Putting him in the President seat lets us move faster on the growth plans we’ve been building towards.”

Feldbauer said, “It has been a fast year and a half at Shrader Tire & Oil. I have gained tremendous insight and valuable knowledge about our organisation’s structure, company culture and an understanding of our overall goals and commitments. One thing is clearly obvious – the commitment Shrader employees have to deliver the best customer experience each and every time. I appreciate this and look forward to supporting them as their President and COO.”

Balkrishna Industries Ltd. (BKT) has unveiled a brand installation at the Mumbai International Airport Limited (MIAL) T2 Elevated Road Underpass as the tyre manufacturer seeks to broaden its positioning beyond its traditional Off-Highway business and strengthen awareness of its expanding on-highway portfolio in India.

The 2,000 sq. ft. installation, inspired by the company's "Elevate Your Drive" philosophy, highlights BKT's portfolio across agriculture, construction, mining, earthmoving, commercial vehicles, two-wheelers and passenger vehicles. The activation comes as the company expands its presence in India's two-wheeler and commercial vehicle tyre segments.

Designed to move beyond conventional outdoor advertising, the installation features nine illuminated tyre-shaped displays, each 8 feet in diameter, using the tyre itself as the central storytelling element. It opens with a large-format visual featuring BKT brand ambassador Ranveer Singh, followed by a sequence of displays illustrating the company's expanding mobility portfolio. The installation will remain at the airport for 24 months.

Mumbai International Airport handled a record 55.5 million passengers in 2025, providing the company with sustained visibility among business travellers and consumers.

"For BKT, innovation goes beyond product engineering; it extends to how we tell our story. This installation reflects a simple yet powerful idea: our tyre itself becomes the medium through which travellers experience the breadth of BKT's world. As we expand our presence across India's mobility landscape, it is important that consumers see BKT not through a single product category, but as a brand that supports movement across diverse terrains, applications and journeys. Mumbai Airport provides an ideal stage for us to express that transformation in a memorable and distinctive way," said Satish Sharma, Senior President & Director – Business Development and Strategy, BKT.

The installation was conceptualised by Infectious Advertising and uses immersive design, sequential storytelling and its airport location to showcase the company's wider mobility portfolio. According to BKT, the activation is intended to connect its established Off-Highway business with its growing presence in India's on-highway mobility market.

Mumbai-headquartered leading carbon black manufacturer Epsilon Carbon has reported a 10 percent reduction in carbon dioxide equivalent emissions across its upstream transportation operations during FY2025–26. The reduction was achieved through the deployment of an electric and liquefied natural gas freight fleet.

An independent third party certified the emissions data. The reductions achieved in transport logistics equate to carbon absorption figures associated with approximately 29,000 trees. The verified figures allow supply chain partners to include these reductions within Scope 3 emissions reporting frameworks and environmental disclosures.

Gaurav Mathur, Chief Executive Officer, Epsilon Carbon, said, “Decarbonising logistics is central to our climate strategy. What makes this milestone meaningful is that the results are independently verified with a 10 percent reduction in CO2e emissions within the upstream transportation category over a single financial year, driven by the adoption of electric and LNG fleets. These carbon reductions strengthen our own sustainability disclosures and those of our customers, and we intend to scale this model across our supply chain.”

Following Phase 1 operations, Epsilon Carbon intends to expand the number of electric and LNG vehicles in its transport fleet during FY 2026–27 to scale low-carbon freight transport across its supply chain network.