The launch of the Made-in-India MICHELIN Primacy 5, the company’s first locally manufactured passenger car tyre, is not simply another product introduction. It is the cornerstone of a broader strategy that spans premium mobility, advanced manufacturing, artificial intelligence, customer experience and global supply chains. As India’s automotive market shifts towards larger, safer and more premium vehicles, Michelin believes the country is ready for technology-led tyres manufactured closer to home.

For much of the past decade, Michelin’s India story has largely revolved around truck and bus radial tyres. The French tyre maker built a modern manufacturing facility in Chennai, supplied premium commercial vehicle tyres to both domestic and export markets, expanded its engineering, research & development and digital capabilities in Pune and patiently built its brand in a market where price traditionally outweighed premium performance.

But now, Michelin believes the timing is right to make its biggest play yet in India’s passenger vehicle market.

The company has launched the MICHELIN Primacy 5, the first passenger car tyre manufactured by Michelin in India, ending years of reliance on imports for one of its most important premium product lines. This new launch represents more than localisation. It reflects Michelin’s confidence that India is entering a new phase of automotive consumption – one where buyers increasingly prioritise safety, comfort and long-term ownership value over the lowest purchase price.

Speaking at the launch in Chennai, Shantanu Deshpande, Managing Director, Michelin India, described the milestone as the culmination of a strategic shift announced just 18 months earlier.

“Just about a year and a half ago, we stood here and announced that we were going to start manufacturing passenger car tyres. It’s no more a promise. It is actually happening. The tyres are being manufactured as we speak now in our factory,” said Deshpande.

The passenger car production line was commissioned in just 12 months, supported by 50,000 hours of employee training and equipped with Michelin’s latest manufacturing technologies. But the investment is less about expanding capacity than positioning Michelin for what it sees as the next chapter of India’s automotive evolution.

RAPIDLY CHANGING PASSENGER CAR SEGMENT

The central premise behind Michelin’s strategy is straightforward: India is no longer simply a small-car market.

For years, hatchbacks dominated domestic passenger vehicle sales, shaping not only vehicle development but also tyre demand. That landscape has changed dramatically as rising incomes, improved highways and changing consumer aspirations have driven buyers towards larger vehicles.

Deshpande believes this transformation is reshaping consumer expectations. “Generally speaking, India is not a country now which is looking for cheap products. It is not limited only to automobiles. You see premiumisation happening across technology, real estate, lifestyle, and it is equally applicable to mobility,” explained Deshpande.

He argues that better road infrastructure has fundamentally altered how Indians use their cars. Explaining it further, Deshpande said, “Cars are no longer just something parked in the garage during the week and taken out over weekends. Families are travelling longer distances at higher speeds, and consumers are looking for bigger cars, comfortable cars and safer cars.”

The numbers support that view.

SUVs, crossovers and MPVs accounted for just over one-fifth of passenger vehicle sales in 2010. By 2025, they represented more than half of new vehicle sales, while annual volumes in the segment have expanded to roughly 1.5 million units. Michelin believes that trend will continue, creating sustained demand for premium tyres in the 16-inch and above category.

That explains why the Chennai plant will manufacture tyres ranging from 16 to 22 inches – sizes increasingly fitted to SUVs and premium sedans rather than traditional entry-level hatchbacks. “Our chosen segment is 16 inches and above. That is where we see the strongest growth,” Deshpande said.

Unlike domestic tyre manufacturers that compete across virtually every price segment, Michelin is deliberately narrowing its focus.

Rather than chasing volume at the lower end of the market, it wants to dominate the premium replacement segment, where technological differentiation and brand equity command stronger pricing power.

SAFETY AS A VALUE PROPOSITION

Launching another premium tyre in India would have been difficult if Michelin relied solely on brand reputation. Instead, the company is attempting to build its value proposition around measurable safety performance.

The Primacy 5 has been tested in India by independent testing agency Applus+ IDIADA against competing premium products from its immediate peers on Indian roads.

According to Michelin, the tyre stops up to eight metres shorter than competing tyres in wet braking tests when new and up to nine metres shorter when worn. It also delivers a four-metre advantage in dry braking while offering an eight percent improvement in longevity over its predecessor, the Primacy 4ST.

For Deshpande, these figures translate into a much broader consumer message. “Eight metres is probably as long as a city bus. That difference, when you’re driving in wet conditions, is the difference between being safe and being involved in an accident,” explained Deshpande.

More importantly, Michelin emphasises that the braking advantage remains even after the tyre has worn. “The confidence is not only when you buy a new tyre. The confidence lasts for the entire life of the tyre. That is what the consumer wants,” added Deshpande.

This lifecycle approach has become a defining characteristic of Michelin’s premium positioning globally, but it is particularly relevant in India, where tyres are often used until the legal wear limit or beyond.

The Primacy 5 delivers a claimed 6.5 percent improvement in rolling resistance compared with the Primacy 4ST, helping reduce fuel consumption in internal combustion vehicles while extending driving range in electric vehicles. Michelin also claims a nine percent improvement in ride comfort through a redesigned tread pattern aimed at reducing road noise.

BENCHMARKING AGAINST THE BEST

Michelin is positioning the Primacy 5 at the top end of India’s replacement tyre market, and its performance claims have been measured against what it considers the strongest competitors in the segment.

Rather than comparing the tyre with mid-market products, the company benchmarked the Primacy 5 against flagship offerings from its immediate peers.

“We picked the top-of-the-line products,” Deshpande said.

The comparison included Bridgestone’s Turanza range, Continental’s UltraContact UC6 and Yokohama’s BluEarth series – products that define the premium replacement segment. By evaluating the Primacy 5 against competitors’ best offerings, Michelin believes it provides consumers with a more meaningful assessment of performance, particularly in safety, comfort and longevity.

For Michelin, the objective is not simply to participate in the premium category but to establish itself as the benchmark against which other premium tyres are measured.

AN EV STRATEGY WITHOUT BUILDING AN EV TYRE

Another notable aspect of Michelin’s positioning is its approach to electric vehicles.

Unlike several competitors that market dedicated EV tyre ranges, Michelin is promoting the Primacy 5 as a platform equally suited to internal combustion engine, hybrid and battery-electric vehicles.

The tyre has been engineered to manage the additional weight and higher torque associated with electric vehicles while reducing rolling resistance to improve driving range.

Deshpande summarised the positioning succinctly: “Our products are good for ICE and great for EV.”

Rather than creating separate product families, Michelin appears to believe that mainstream premium tyres will increasingly serve multiple powertrain technologies as the market evolves.

That approach may prove particularly relevant in India, where consumers continue to choose between petrol, diesel, hybrid and electric vehicles across the same model lines.

LOCAL MANUFACTURING GOES BEYOND IMPORT SUBSTITUTION

For Michelin, manufacturing passenger car tyres in India is not simply about reducing imports. It reflects the company’s broader ‘local to local’ strategy – producing closer to customers while maintaining global technology and quality standards.

The Chennai facility now houses one of Michelin’s most advanced passenger car production lines, featuring extensive automation and robotics. Questions inevitably arose about whether tyres manufactured in India would differ from those produced in Europe.

Deshpande dismissed the suggestion. “The fact that we have been exporting our truck tyres made in Chennai to North American markets, European markets and African markets is testimony that a Michelin tyre of the same quality standards which is made outside India can be made in India,” said Deshpande.

The only changes, the Michelin India executive said, involve reinforcing the tyre for Indian road conditions while maintaining the same global performance standards.

WHY MICHELIN SKIPPED PRIMACY 4

The launch also prompted questions about Michelin’s product strategy.

Why introduce the Primacy 5 as the first locally manufactured passenger car tyre instead of producing the outgoing Primacy 4? Deshpande said the answer was straightforward.

“The Primacy 4 is a tyre line which is getting succeeded by Primacy 5. We are selling Primacy 4 right now because we wanted to manufacture Primacy 5 in India. Now that we are launching Primacy 5, over time, through a phase-in and phase-out process, we’ll discontinue Primacy 4 and have only Primacy 5,” stated Deshpande.

PREPARING FOR THE AI CONSUMER

Michelin also sees artificial intelligence reshaping how tyres are marketed. According to Deshpande, the battle for consumer attention is moving beyond Google.

“The research online is now changing. It is not just websites or Google. People are searching through AI,” he said. That requires manufacturers to rethink how information is published.

“It is very important that you are engaging on the right forums where this information is crawled by AI agents. Platforms talking objectively about tyres and vehicles need to have the right content available so that whenever a consumer researches, that information is captured and presented,” added Deshpande.

BUILDING A GLOBAL SUPPLY CHAIN FROM INDIA

Michelin’s ambitions in India extend well beyond manufacturing finished tyres.

Alongside expanding local production, the company is actively identifying Indian suppliers that can become part of Michelin’s global procurement network. Deshpande explained that Michelin categorises its raw materials into three broad groups. Certain strategic components and proprietary compounds continue to be produced internally to safeguard intellectual property, while natural rubber remains an area where India still depends heavily on imports because domestic production cannot fully meet industry demand.

The larger opportunity, however, lies in industrial raw materials such as chemicals, carbon black and other tyre manufacturing inputs.

“Our focus is to procure more of these raw materials locally in India but also identify suppliers who can become part of Michelin’s global supply chain,” Deshpande said.

Toyo Tire Corporation of Japan (Toyo Tire) has announced executive appointments at Toyo Tire Holdings of Americas Inc. (TTHA) and Nitto Tire U.S.A. Inc. (NTU), effective 1 October 2026. Keiko Brockel has become President and Chief Executive Officer at TTHA, while Angelo Naval has beeen promoted to President and Chief Executive Officer at NTU.

Brockel, the first woman and first American to hold the TTHA role, will oversee daily North American business operations. She joined NTU in 2008 and previously served as its President and Chief Executive Officer and President and Chief Operations Officer. Over 18 years at NTU, she has held various executive leadership positions, providing strategic oversight in sales, finance, supply chain and operations, contributing significantly to the company's growth and evolution.

Angelo Naval

Naval, formerly Vice President of Sales and Business Strategy at NTU, will now oversee its business operations. He joined NTU in 2000 and also served as Vice President of Product and Business Strategy. During his 24 years with the company, he has been instrumental in shaping the business, gaining deep understanding and a unique perspective on the Nitto brand, its customers and the markets it serves.

Takashi Shimizu, President & CEO, Toyo Tire Corporation, said, “On behalf of Toyo Tire, I would like to congratulate both Keiko Brockel and Angelo Naval on their well-earned new appointments and thank them for their invaluable contributions to the growth and success of Nitto Tire in the American market.”

ContiTech, the group sector of Continental, has named Amanda Lacerda as its new Head of Communications, with effect from 15 September 2026. In this capacity, she will report directly to Diana Hoppe, who serves as Head of Human Relations and Communications at ContiTech. The appointment places Lacerda at the helm of the organisation’s global communications operations.

In her new position, Lacerda will act as a strategic partner focused on advancing business performance, transformation and brand value. Her responsibilities encompass corporate, executive and brand communications, alongside media and public relations, public affairs, employee communications and reputation management. She is tasked with maintaining a consistent narrative that bolsters ContiTech’s global reputation and aligns with its business priorities and strategic ambitions. Lacerda takes over from Claudia Lademann-Fleger, who has chosen to depart the company for external opportunities.

Lacerda arrives with over two decades of experience in communications, marketing, and public affairs. Her global leadership background includes roles across Brazil, Middle East, Sweden and Germany. Over her career, she has engaged with diverse international markets and industries, assisting organisations in strengthening their brands, managing change and cultivating meaningful relationships with key stakeholders.

Diana Hoppe, Head of Human Relations and Communications, ContiTech, said, “Effective communication plays a key role as ContiTech continues its transformation and prepares for its future as a standalone company. Amanda brings extensive international experience, strategic insight and domain expertise in communications that will help strengthen our brand, enhance our reputation and deepen engagement with employees, customers, partners and communities around the world. As we continue to build a strong and distinctive brand, her leadership will be instrumental in advancing our strategic ambitions and long-term success. I also want to thank Claudia for her many years of dedicated leadership and service to ContiTech, and I wish her every success in the future.”

Lacerda said, “I am excited to join ContiTech at such an important moment in its journey. ContiTech has a strong heritage, talented people and a clear vision for the future. I look forward to working with colleagues around the world to tell our story, support the company’s transformation and help create value through clear, authentic and engaging communications.”

NEXEN TIRE has revamped the organisational framework for its European operations, merging its replacement equipment (RE) and original equipment (OE) divisions under a single executive leader. The restructuring is intended to deepen coordination throughout the region and reinforce the company’s ongoing expansion efforts there.

DC (DAE CHOONG) KIM has been named to head the newly formed European organisation. He returns to NEXEN TIRE Europe from Korea to assume this executive role, having first joined the European arm in 2014 and served as Vice President of Europe & Sales Marketing until 2024, then as Executive Vice President of Global Sales until September 2026.

In his new capacity, KIM will manage the combined European RE and OE sales organisation, fostering closer alignment between the two areas and sharpening NEXEN TIRE’s overall market approach. His leadership is expected to bolster customer focus, business development and long-term growth across the region.

Additionally, JEFF (JAE HOON) ROH, formerly Vice President of Europe Sales & Marketing, becomes Vice President of Global Sales Planning. He will help Nexen Tire offices worldwide maximise performance, with emphasis on US and Europe, and refine global channel strategy. The new structure and appointment came in force on 1 October.

Grismer Tire & Auto Service, a tyre and automotive service centre operator backed by CenterOak Partners LLC, has named Chris Blanchette as Chief Executive Officer and Mark Hedstrom as Chief Financial Officer. The announcement marks a significant leadership transition for the portfolio company.

Blanchette arrives with over two decades of senior leadership experience in multi-site consumer services, specialising in operations, strategy and business development. He most recently served as Chief Executive Officer of Service Minds, a residential electrical, plumbing and HVAC services provider. His background also includes serving as Chief Operating Officer of QAS, which operates Valvoline Instant Oil Change locations, along with senior operational positions at Advance Auto Parts, Bridgestone Retail Operations and Best Buy.

Hedstrom brings more than three decades of finance expertise to his new role. He previously held the Chief Financial Officer position at W.S. Connelly & Co., a multi-regional specialty distributor, and has also served as Chief Financial Officer for several private equity-backed consumer and distribution companies.

Eric Holter, Managing Director, CenterOak, said, “Chris Blanchette brings highly relevant leadership experience in the automotive aftermarket. He has led complex, multi-location organisations and understands how to translate operational discipline into sustainable growth. Together, Chris and Mark add important depth to Grismer’s leadership team as the Company pursues expansion in existing and new markets.”

Blanchette said, “Grismer’s 90-year history and the trust it has earned with customers set the Company apart. I am excited to join a business with such a strong legacy and see significant