Birla Tyres, once a dominant name on Indian roads, is going a transformation under new ownership. Acquired by Himadri Speciality Chemicals and Dalmia Bharat Refractories, the iconic brand is being restructured to target emerging opportunities within electric vehicles and off-the-highway tyres, supported by strategic innovation and forward integration.

Birla Tyres ruled many Indian roads for over two decades till its fall in 2023. Born as a division of Kesoram Industries in 1991, the tyre maker collaborated with global giant Pirelli shortly after its inception for advanced tyre manufacturing technology.

It started production of truck and bus tyres from its Odisha plant in 1992, and later, between 1995 and 2000, went onto produce tyres across different vehicular categories including passenger, two-wheeler, commercial, farm and heavy earth-movers. 

The Kolkata-based manufacturer produced both radial and bias tyres and had a densely spread supply chain with over 170 sales depots within India and an international network across 17 countries during the helm of its operations.

Production capacities had risen to 15 million tyres with revenue crossing INR 200 billion, annually, until the second decade of the 21st century. The company that once held a moderate share in the Indian tyre market, competing with brands like MRF, Apollo Tyres, CEAT and JK Tyre, was now facing operational efficiencies leading to dwindling market share.

Hence, a new era heralded within the operations of one of the major homegrown tyre makers. Furthermore, the axe fell at the core of the entity in 2019 when Kesoram Industries demerged its tyre division into an independent entity called Birla Tyres Limited to focus exclusively on the tyre business.

Soon after, in 2021, financial crisis led the company to file for insolvency under the Indian Bankruptcy Code due to mounting debts and operational losses. Production slowed significantly with plants running below capacity. The company had incurred debt of over INR 100 billion by 2021, and in FY23, Birla Tyres’ reported a net loss of INR 370.7 million.

Between 2022-2023, the company made revival attempts as it sought investors, explored cost-cutting measures, focused on realigning its product portfolio, emphasising two-wheeler tyres and niche markets like electric vehicles, but to no avail.

Alas, in October, 2023, control of Birla Tyres was handed over to a consortium of Kolkata-based Himadri Speciality Chemicals and Dalmia Bharat Refractories.

The rebirth

According to media reports, Himadri Speciality Chemical and Dalmia Bharat Refractories jointly acquired Birla Tyres under India’s Corporate Insolvency Resolution Process, approved by the National Company Law Tribunal. Birla Tyres faced insolvency due to mounting debt, including claims of INR 115.2 billion by financial creditors. The resolution plan proposed a payment of INR 3.16 billion to secured creditors against admitted claims of INR 109.7 billion.

The new owners aimed to revitalise Birla Tyres by leveraging its existing infrastructure, particularly at the Balasore plant in Odisha. While Himadri Speciality Chemicals planned to focus on passenger car tyres, including those for electric vehicles (EV), Dalmia Bharat Refractories proposed to oversee procurement and material supply.

The strategic partnership sought to re-establish Birla Tyres in niche markets, supported by Himadri’s expertise in carbon black production, which constitutes a significant cost component in tyre manufacturing.

Moreover, the consortium decided in November 2023 to invest INR 2.5 billion to operationalise the passenger car radial segment of the fallen giant.

Path forward

Over a year has passed since the controlling interests have been transferred, but the Indian tyre landscape eagerly awaits the resurgence of a much-loved brand. Speaking to Tyre Trends on the re-launching of Birla Tyres, Himadri Speciality Chemicals Managing Director Anurag Choudhary said, “We plan to initially continue producing Birla Tyres existing range but have outlined a strategic shift towards focusing on electric vehicle tyres in the long term. With the electric vehicle market rapidly expanding, the demand for specialised tyres designed to meet the unique requirements of EVs is expected to grow significantly. Additionally, we also aim to prioritise off-the-highway (OTR) tyres as part of our long-term vision, targeting key industrial and off-road sectors.”

Himadri Speciality Chemicals plans to start the manufacturing process from Birla Tyres’ plant in Balasore, which has with a capacity of 400 tyres per day. While the company acknowledges the growing potential of the EV market, it has not yet determined how much of this capacity will be allocated to EV tyre production. This decision will depend on finalising future plans and market strategies. 

Additionally, no capital expenditure plans have been finalised yet, but it was informed that the specialty chemicals company is considering the establishment of a dedicated supply chain to support the tyre operations.

Alluding to why a specialty chemicals company invested in acquiring a tyre company, Choudhary averred, “Our acquisition of Birla Tyres aligns with a long-standing strategy of forward integration. Historically, we have evolved by building on core processes, starting with coal tar distillation and progressing into areas such as oils, carbon black and eventually speciality black products.”

“This forward-thinking approach has also driven the development of special coal tar-derived materials for applications like anode materials in lithium-ion batteries, reflecting our commitment to innovation and research and development. The decision to acquire Birla Tyres is a natural extension of this strategy. Tyre production uses a significant proportion (almost 26 percent) of carbon black by volume, making it a logical step for the company to integrate downstream into the tyre manufacturing sector. This acquisition not only ensures a steady demand for its carbon black but also positions the company to leverage its expertise in specialty materials and innovation for future growth,” he added.

When asked about plans to introduce sustainable materials in the revival of Birla Tyres, the executive indicated that the company is steadfast in its plan to foster a circular economy and is exploring ways to enhance the reusability of existing materials including carbon black but emphasised that these efforts are still in the research and development phase.

Regarding competitiveness in the tyre market, he stated that the company is devising a comprehensive strategy. As for the challenges of entering the tyre industry, he acknowledged that being a newcomer brings a range of hurdles. However, he viewed these challenges as opportunities to innovate and carve a niche in the market.

Forward integration

Himadri Speciality Chemicals in also setting up a lithium-iron phosphate plant in Odisha to further its expansion into the automotive sector. Furthermore, it also sees growing demand for carbon black within the Indian market.

Commenting on opportunities in India's carbon black market, Choudhury highlighted, “Himadri is focusing heavily on speciality carbon black, a high-value segment with diverse applications. We have a current production capacity of 60,000 metric tonnes and plan to expand it to 130,000 metric tonnes, positioning us as the world’s fourth-largest producer in this niche. We are also focusing on speciality carbon black for EV tyres.”

When asked about the potential of recovered carbon black, he expressed doubts about its ability to replace virgin carbon black due to quality constraints. While the company supports sustainability under its ESG commitments and is a signatory to the United Nations Global Compact, recycled carbon black is expected to remain a small, complementary product in its portfolio. 

Speaking on the lithium-iron phosphate plant in Odisha, Choudhary mentioned that the first phase is designed to produce 40,000 metric tonnes, supporting 20 gigawatt-hours (GWh) of battery production. The project involves a capital expenditure of INR 113 billion and marks a significant step in Himadri’s strategy to support the EV and battery sectors. 

Moreover, he sees significant growth opportunities in the EV market, which he mentioned is at a critical inflection point, leading to exponential adoption. The company is investing in materials essential to the EV ecosystem. It has focused on developing key battery components such as cathodes and is conducting research on anodes, which together account for 65 percent of a lithium-ion cell’s cost.

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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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