Saint-Gobain plays a pivotal role in the carbon black industry by supplying high-performance refractories that enhance energy efficiency and thereby reduce pollution in the production process. The innovative solutions contribute to more sustainable carbon black manufacturing by improving yield and extending the lifespan of reactors while the company’s efforts to use cleaner energy sources as a consequence of its commitment to carbon neutrality strengthens its sustainability efforts.

Refractories play a crucial role in the production of carbon black, particularly in the reactors where the carbon black is produced. Carbon black is typically made by thermal decomposition of hydrocarbons called cracking in a high-temperature, oxygen-limited environment.

Refractories are heat-resistant materials used to line the reactors and other high-temperature vessels to withstand the extreme conditions involved in the carbon black production process. Their main functions include withstanding high-temperature erosion and chemical attack, thermal insulation, protecting equipment, controlling gas flow and distribution etc.

While there are many players that supply refractories to India’s carbon black industry, Saint-Gobain has been an innovative player that enhances energy efficiency. Speaking to Tyre Trends on the sidelines of the 15th Asia-Pacific Carbon Black Conference, Business Development Manager Shailesh Doshi mentioned, “The production process in the carbon black industry is inherently polluting. However, refractories play a crucial role in mitigating this impact by enhancing both yield and energy efficiency. By providing thermally efficient refractories, Saint-Gobain helps increase the yield of the process, thereby boosting overall energy efficiency and reducing the carbon footprint.”

For instance, if a reactor operates at 1,850 degrees Celsius, raising the temperature to 2,200 degrees Celsius can improve the yield by 4-5 percent. This not only improves energy efficiency but also contributes to a more sustainable process with a reduced carbon footprint.

Saint-Gobain supplies specialised refractories to the carbon black industry. “Refractories are essentially high-temperature, ceramic materials that line furnaces and other thermal vessels, designed to withstand extreme conditions inside these reactors. In the carbon black industry, there are two types of reactors, namely tread reactors and carcass reactors. As the names suggest, the carbon black produced in tread reactors is used for tyre treads, providing wear resistance, while the carbon black from carcass reactors is used in the tyres inner structure called carcass, contributing to strength,” informed Doshi.

“The refractories used in the reactors must endure not only high heat but also erosion, turbulence and chemical and thermal attacks. We provide high-purity refractories specifically designed for these aggressive conditions. Our refractories are critical for the key zones of the combustor, choke, venturi, post choke and other areas within the reactor. We work with leading players in the carbon black industry, having collaborated on the development of many products over the past four to five decades. Our close association with these industry leaders has helped evolve refractories for the carbon black manufacturing process ensuring our refractories meet the ever-evolving demands of this high-temperature, high-performance environment,” added the executive.

IMPROVING EFFICIENCY

The executive mentioned that Saint-Gobain manufactures refractories from high-performance materials designed to withstand extreme temperatures. “For alumina refractories, we primarily use aluminium oxide, which is sintered to form a dense, durable structure. For zirconia refractories, we use fused zirconia grains, which has exceptional thermal stability. These materials are chosen for their inherent ability to withstand temperatures as high as 1,850 degrees Celsius, with zirconia refractories capable of handling even higher temperatures,” explained the executive.

He noted that the key to the effectiveness of these materials at such high temperatures lies in their unique properties. Aluminium oxide and zirconia both have excellent resistance to thermal shock, erosion and chemical attack, making them ideal for the harsh conditions inside carbon black reactors.

Alluding to how these refractories help in energy efficiency within the reactors, he said, “In terms of energy savings, we see improvements in yield when operating at higher temperatures. This increase in yield is directly linked to better energy efficiency. Additionally, by using high-quality refractories with longer lifespans, we reduce the need for reactor shutdowns. The energy loss during shutdowns and restarts can be significant, so a longer refractory life translates to less downtime and more consistent energy use. This, in turn, not only boosts energy efficiency but also helps reduce overall pollution from the carbon black production process.”

Alluding to how the company holds a competitive edge, he said, “Our focus remains on purity and quality control. As the temperature and chemical demands of the process increase, impurities in refractory materials can significantly affect performance. We rigorously control the purity of our raw materials to ensure that our refractories deliver superior performance, longevity and energy efficiency.”

ENSURING SUSTAINABILITY

Saint-Gobain is advancing sustainability in the carbon black production process through two primary channels, including enhancing customer processes and improving the environmental footprint of our own operations.

“For our customers, we focus on increasing yield and energy efficiency, which directly reduces carbon emissions. We also contribute to sustainability through our own manufacturing processes. Energy consumption is a significant factor in refractory production and we are transitioning to cleaner energy sources. Our plants no longer rely on oil-based fuels or polluting energy sources like petcoke; instead, we use natural gas and are increasingly shifting toward electricity,” said the official.

He added, “However, given the high temperatures required for refractory production, we continue to rely on the cleanest available fuels such as natural gas and LPG. Furthermore, as a group, we are actively working on improving our scope 3 carbon emissions by sourcing cleaner energy including renewable sources.”

In terms of innovation, Saint-Gobain has been leading efforts to enhance refractory performance for the carbon black industry. “Six to seven years ago, we introduced refractories capable of withstanding higher temperatures, helping customers boost reactor temperatures. Another key innovation is the development of large, single-piece refractories for complex zones like choke and venturi, which simplify installation and significantly reduce downtime. Traditional refractory bricks require more complex installation, but our solution streamlines this process enabling faster and more efficient reactor restarts,” added Doshi.

Saint-Gobain operates across a wide range of markets with a strong presence in carbon black, Petrochemical, metallurgy, ceramics, glass, plasterboard (Gyproc), construction chemicals, ceramics, refractories and abrasives.

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India’s growing importance in the global tyre and rubber industry received a strong endorsement with HF Group announcing a EUR 20 million investment in a new state-of-the-art manufacturing facility in Bengaluru.

The announcement was made during the inauguration of HF India’s new Assembly Hall Unit II, a milestone that reflects the company’s long-term commitment to India and its confidence in the country’s manufacturing future.

The proposed greenfield facility will be developed on a 10-acre site near Bengaluru Airport and is scheduled for completion by 2028. Spread across nearly 20,000 sq. metres, the new factory will be almost four times larger than the current assembly operations and will incorporate digital manufacturing, automation, smart production systems, and advanced engineering capabilities.

The upcoming facility will focus on productivity, precision engineering, sustainability, and smart manufacturing while supporting both the Indian market and HF’s global operations. The investment underlines the company’s confidence in India as a major manufacturing hub for the global tyre and rubber industry.

Ian Wilson, Managing Director & Co-CEO, HF Group, said, “This is not the end of our investment in India. It is perhaps the end of the beginning. India is entering a take-off decade and the economy runs on tyres. We see tremendous opportunities for growth and are committed to investing in the future of the Indian market.”

With more than 175 years of global experience, HF Group has steadily strengthened its presence in India. The journey began in 1995 with the establishment of Indus to serve the growing rubber processing industry. The partnership with HF Mixing Group in 2011 brought global mixing technology expertise to India, while the complete acquisition of the Indian subsidiary in 2024 marked another important milestone in the company’s India strategy.

Today, HF India manufactures and supports a broad portfolio of mixing and rubber processing equipment, including intermeshing and tangential mixers, banbury technology, mills, curing presses, and aftermarket services. The company also offers process support, training, upgrades, inspections, and spare parts under its customer-centric philosophy of ‘Holding the Customer’s Hand.’

Emphasising the importance of customer partnerships, Wilson said, “We are not here simply to sell machinery. We want to hold our customers’ hands throughout the entire lifecycle of their equipment and support them through process optimisation, performance improvements and future growth.”

As HF embarks on its next chapter in India, the new facility represents not only an investment in manufacturing capacity but also a long-term commitment to localisation, technology and customer partnerships.

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TBC Corporation (TBC), one of North America’s largest marketers of automotive replacement tyres through wholesale and franchise operations, has named Ron Harper as its new Chief Supply Chain Officer. He will report directly to President and CEO Don Byrd and assume responsibility for the company’s entire supply chain function.

Harper brings over 26 years of experience steering global supply chains for multi-billion-dollar enterprises. His most recent role was Executive Vice President of Supply Chain at PrimeSource Building Products, overseeing planning, inventory, repack operations, service metrics and analytics. He has also held senior logistics and strategy positions at Sonepar USA, Nordstrom, Samsung SEA, and JCPenney.

The new chief holds a master’s degree in supply chain management from the University of Denver and a bachelor’s in industrial management from Michigan Technological University. His appointment underscores TBC’s focus on strengthening operational efficiency and logistics performance.

Byrd said, “Ron’s depth of experience in building transformative supply chain solutions aligns with our deep commitment to providing customers with the high-level efficiency, product availability and agility they expect from TBC. As market needs change and demands fluctuate, TBC is continuing to respond by having a supply chain strategy that minimises disruptions and maximises efficiency to ensure the highest levels of customer support and satisfaction.”

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The Rubber Board of India has announced the appointment of N Hari as its new Chairman, effective for a tenure of three years. Hailing from Pallikkathode in Kottayam, Kerala, Hari brings considerable experience to the leadership role, having previously served as a Board member representing small rubber growers from the state.

His initial term on the Board commenced on 28 June 2022 and spanned three years. During this period, he also held the position of Executive Committee Member from 7 October 2023 to 6 October 2024. This progression from membership to the executive committee and now to the chairmanship reflects his sustained engagement with the organisation.

His appointment is expected to steer the Board's initiatives in supporting the rubber sector, focusing on grower welfare and industry development across India.

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The Indian automotive landscape is currently undergoing a seismic shift. Driven by the rapid rise of rural urbanisation, an aggressive government push for electrification and the development of world-class road infrastructure, the industry is witnessing a period of robust growth. With sales of both new and used vehicles touching record highs, the demand for high-quality tyres remains in a significant upswing.

At the helm of one of the market’s most prominent players is Rajarshi Moitra, Managing Director of Bridgestone India and Vice-Chairman, Automotive Tyre Manufacturers’ Association (ATMA).

In an interaction with Tyre Trends, Moitra discusses the company’s future-ready roadmap, from its substantial capacity expansions to a ‘sharp and deep’ strategic focus designed to maintain leadership in an increasingly premium and electrified market.

A BULLISH OUTLOOK ON THE SUBCONTINENT

While global economic indicators remain varied, Moitra is unequivocally optimistic about the local trajectory. “The Indian automotive industry is at an exceptionally positive juncture from a medium-to-long-term perspective,” he asserts.

This optimism is grounded in several structural tailwinds that suggest India is slated for very strong growth. Key among these factors is the sheer room for market expansion.

“Firstly, we are still significantly under-indexed in terms of car penetration, with only 50 cars per 1,000 people – well below even some smaller developing nations,” Moitra explains.

Furthermore, the geographical spread of wealth is changing. Bridgestone is observing massive growth in Tier 2, 3 and 4 towns, a phenomenon Moitra attributes to ‘rural urbanisation’.

Bridgestone India estimates a transformative half-decade ahead for the industry. “The number of affordable households – those capable of purchasing a car – will double in India over the next five year. When you couple this with the government’s massive capital outflow into road connectivity and the rise of e-commerce, it creates a very bullish environment for both passenger and commercial mobility,” Moitra says.

THE ‘SHARP AND DEEP’ STRATEGIC PILLAR

Despite India being the world’s largest two-wheeler market, Bridgestone is famously absent from that segment – and intends to stay that way for now. Moitra clarifies that the company’s philosophy is rooted in specialisation rather than horizontal expansion. “At Bridgestone, we believe in being ‘sharp and deep’ in our strategy,” he says.

Currently, Bridgestone India’s business split is heavily weighted towards the consumer segment, with 70 percent of sales coming from Passenger Car Radial (PCR), 25 percent from Truck and Bus Radial (TBR) and 5 percent from Off-the-Road (OTR) segment.

“We see enough headroom for growth within the passenger car segment across products, channels and customer experience, so we are focusing our resources on maintaining our leadership there,” Moitra notes, dismissing any near-term plans to enter the two-wheeler space.

Instead, the company is doubling down on ‘white spaces’ within the consumer car category, specifically targeting higher rim diameters and specialised compounds for Original Equipment Manufacturers (OEMs).

INVESTING IN CAPACITY AND LOCAL INTELLIGENCE

To support this growth, Bridgestone is moving aggressively on the manufacturing front. With current operations running at 90–95 percent capacity, the company is in the midst of a major investment cycle.

At present, the company’s Pune plant has a capacity to produce 4.01 million passenger car tyres and around 693,000 truck & bus radial tyres, while the Indore plant has a capacity to produce 7.11 million radial tyres for passenger cars and light trucks.

“Our last major investment was USD 85 million in October 2024, which is being ramped up in phases through 2029,” Moitra confirms. This capital is being used to scale volumes and enhance technical capabilities at the Indore factory.

The new investment is expected to further add 1.1 million tyre production capacity in Pune by CY2029, thus taking its total production capacity to around 11.1 million units in the country.

“Our strategy is two-fold: we want to be future-ready for market demand while simultaneously sweating our current assets to drive higher efficiency,” Moitra explains. Crucially, this expansion isn’t just about physical output; it’s about local autonomy. Moitra highlights that a ‘very large part’ of procurement is now local, decided by teams on the ground in India.

The launch of a Satellite Technology Centre in 2025 has further decentralised the company’s innovation engine. According to Moitra, this centre plays a pivotal role in increasing local leverage and technical presence, allowing the Indian arm to maintain a balance between local agility and global sourcing.

EVs AND PREMIUMISATION

As the Indian market matures, consumers are demanding larger wheel sizes – a trend Moitra says is led by OEMs. “We are seeing a clear market shift towards higher inches – for example, a car like the Maruti Suzuki Swift moving from 14-inch to 15-inch and others moving from 16-inch to 17-inch,” he observes.

Bridgestone’s ‘all-inch’ strategy covers the spectrum from 12 to 20 inches, but their brand strength is most potent in these premium, higher-diameter sizes.

This premiumisation dovetails with the transition to electric vehicles (EVs). Bridgestone has positioned itself with an ‘EV-ready’ portfolio, exemplified by the Turanza 6i. “It balances long-lasting durability and safety with low noise and comfort – essential for EVs,” says Moitra. To ensure they capture this nascent but fast-growing market, the company expanded the range from 36 sizes in 2024 to 72 sizes by 2025.

The OEM relationship remains the cornerstone of this technological foresight. “The OEM segment allows us to see ahead of the curve regarding future vehicle technologies,” Moitra explains.

At present, 35 percent of their consumer business is OE-based and Bridgestone is in active discussions with many of the newer automotive entrants arriving in India.

While Bridgestone is aggressively expanding its footprint in new tyre technology and premium consumer segments, it is taking a markedly more conservative approach towards the retreading sector in India. Despite the potential for material circularity, the company does not view retreading as a strategic priority for the immediate future.

Moitra clarifies that Bandag, Bridgestone’s global retreading arm, is not currently active in India, and there are no plans to introduce it in the near-term. This decision is driven largely by the unique and challenging dynamics of the local market, which is currently dominated by cold retreading.

He points out that a significant pricing challenge exists when ‘cold retreads versus biased tyres versus some of the cheaper tyres’ are compared, making the business case difficult to justify at this stage. Consequently, Bridgestone has opted to remain focused on its core segments for the next two to three years rather than entering the retreading space.

SUSTAINABILITY AND THE ‘INSTITUTION OF RESPECT’

Beyond the numbers, Bridgestone is attempting to build what Moitra calls an ‘institution of respect’. This involves a heavy commitment to environmental goals. The Pune plant already holds the distinction of being the first carbon-neutral facility in the Bridgestone group.

“Sustainability is a core agenda across our entire value chain,” Moitra explains, noting a public commitment to reduce the company’s carbon footprint by 50 percent by 2030, including Scope 3 emissions. This holistic approach ranges from manufacturing processes to material circularity in the tyres themselves.

Looking ahead, the goal is to protect a dominant market share – currently over 20 percent by volume and 23 percent by value in the passenger car aftermarket. To do this, Bridgestone plans to expand its physical reach by 30 percent over the next five years, building upon its current network of over 4,000 touchpoints.

As the company transitions its branding from the Olympics to Formula E, the focus remains clear: high performance and the next era of mobility. “It’s the perfect platform to showcase our technological edge,” Moitra concludes.

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