After being selected as ATMA Chairman, Satish Sharma, President (APMEA) & Whole Time Director, Apollo Tyres, has big plans for the automotive and tyre industries, from enhancing exports to self-sufficiency in Indian rubber. He shares his views on collaborations in the tyre industry, the challenges of the sector and the problem of India being used as a dumping ground. Read on…

How have your priorities changed ever since being selected as the ATMA chairman?
I was the ATMA chairman even four years ago, and this is my second tenure. In terms of priorities, I want to pick up from where I left. At that point, we had started this whole journey of improving our exports. In fact, I was on record to say that the tyre industry could be the poster boy for the Indian government.

Looking back, I’m very happy to see that the exports have improved rather well. And this is just the beginning; we could do much more. Therefore, one priority is to see how we enhance our exports significantly from where we stand today.

The second priority is that a lot of regulations are on the anvil for the vehicles and the tyres as well. So my idea would be to engage with all the stakeholders and get them fast paced rather than going about it in a slow manner. Plus, I would like to get all views on board, optimise them for the industry, the government and different stakeholders and get them rolling, working towards a seamless transition for the regulations and betterment of all the stakeholders.

As for my third priority, it is the self-sufficiency point of the Indian rubber. The Indian rubber is a key priority of the commerce minister, Piyush Goyal, to narrow the gap between domestic demand-supply of natural rubber, which is around 35 to 40 percent. Hence, some of us have come together at his behest and have contributed in monetary terms to help the rubber board to do serious plantations in the potential of the North East. That corpus has been formed and one year of it has gone by. The acronym is NEMITRA. It is a collaboration between the tyre industry and the rubber board, under the aegis and direction of the commerce ministry. So we are very hopeful that the work we put in is going to yield results and India will be able to narrow this deficit between production and consumption.

Speaking of production and consumption, are you seeing a revival in demand?
The demand recovery for tyres is always an organically growing demand. If you look at the GDP of the country, it’s rather sectoral and a K-shaped recovery. Therefore, some sectors associated with infrastructure, e-commerce or the real estate sector, etc. are doing very well. However, at the same time, there is very steep inflation, and there is a possibility or worry that this inflation might destroy demand. The entire supply chain has to pass through this inflation and, finally, it has to be borne by the consumer. Whether the consumer reduces consumption or continues to consume at the rate at which he/she was before is a bit of a worry. But so far, the demand is holding on at a broader level.

OEMs are reviving as the chip shortage is getting under control. We are seeing CVs – a cyclical business – at the beginning of its upcycle, which is good news for them. In PVs, the supply chain issues are getting eased off. Plus, the tractor sector is also reviving; with a good monsoon forecast, the rural economy should come back – maybe not to the same level from two years ago, but still reasonably good.

With the current world situation, from the Covid pandemic to the Russia-Ukraine war to high inflation rates, do you think there is a need for more collaborations between tyre companies?
Collaborations have to be there, but they have to be very finely defined. Collaborations can always be on larger subjects like sustainability or raw materials, where research work can be done, resulting in collaboration. So these are areas where a deeper collaboration will help the industry. But it cannot be used to tackle inflation – that has to be left to market forces.

What are the present challenges you see in the tyre industry that need to be addressed?
The organic challenges include preparing ourselves for electrification and the changing regulatory framework. However, the key challenge for the Indian tyre industry right now is inflation. Our balance sheet sizes have halved over the last year. Moreover, the profitability has reduced significantly. There is a significant phase lag to the cost push. Therefore, these key challenges are what we really need to take care of in the short-term.

There has been a ban on Chinese tyres. How is this impacting the Indian tyre industry?
All global tyre companies that have come in India are now producing their tyres in the country. And therefore, it is self-sufficient as far as tyres are concerned. So technically, imports are not required to that extent, from that point of view.

The problem comes about when we are used as a dumping ground and the economic value of everything that has been put into place gets destroyed. And moreover, the promise we have for the Indian industry is getting short-changed. So that’s the argument.

I was telling my industry colleague, whose company is entering the US market, to not go the wrong way. But, in fact, to go, set up and position the Indian product and brand name the right way and to not spoil the market and get branded as the next cheap manufacturer after China. Because if one does it that way, then he/she is going to spoil it for everyone.

And, truth is, we can really do it the right way. We do have a cost arbitrage. Hence, we can give a more honest price internationally and give tier 1 quality at a tier 2 price. However, if one were to position oneself at the bottom of the barrel, then it will spoil everything.

What is happening to recycling and renewable sources to make tyres? How are things shaping up in India?
One regulation is on the anvil, which is the extended producer responsibility. It is in the draft stage and we are in discussion with the government. Fortunately, by the nature of our country, there is a self-recyclability of any and all products. Of course, this is in the unorganised segment, and we don’t talk or hear about it. But we have seen tyres being sold to make something as useful as slippers. So it finds its own value.

But there are no satellite pictures available in India showing dumps and dumps of used tyres lying anywhere; you will find that in the Middle East. But the government is organising this whole thing, and we have the extended producer responsibility coming – it will have a far higher recyclability and will focus more on renewable energy and getting green raw materials. Plus, it will prioritise the increase in the usage of recycled tyre parts.   

As Europe’s commercial vehicle industry moves towards electrification, alternative fuels and tighter sustainability requirements, Hankook Tire is pinning its growth strategy on being closer to the customers.

The South Korean tyre maker is beginning Truck & Bus Radial (TBR) production in Europe while developing longer-lasting products and flexible fleet services as it seeks further growth in the region.

In an exclusive interaction with Tyre Trends on the sidelines of IAA Transportation 2026, Richard Bezzant, Marketing Director – Truck & Bus at Hankook Tire Europe, said the company is not merely reacting to market shifts but actively pursuing growth.

He described a strategy centred on matching product development with the evolving requirements of transport fleets, including lower Total Cost of Ownership (TCO), digital solutions, regulatory compliance and higher fuel efficiency. For this, the Korean tyre maker is starting production closer to customers and offer services designed to support higher vehicle uptime.

According to Bezzant, Europe already accounts for around 45 percent of Hankook’s global revenue, making the region an important growth market rather than simply a mature market to defend.

LOCALISING PRODUCTION

One of the clearest expressions of this strategy is Hankook’s TBR tyre production in Europe. The company is investing about EUR 540 million in TBR line at its Rácalmás facility in Hungary, which currently produces PCR tyres. The first set of commercial products is expected to begin production from October.

“Our response to that trend in Europe specifically is the new production line that we are opening at the beginning of October to start producing TBR tyres in Europe. It is about bringing products closer to our customers, reducing supply chain delays and making it more sustainable because the less distance travelled in logistics, the better it is for our customers,” Bezzant explained.

With the new line, the company will have a production capacity of more than 800,000 units of TBR per year, according to Bezzant. The production is significant for Hankook as it seeks to increase its presence in Europe’s commercial vehicle tyre market while making greater use of locally produced tyres.

To begin with, it will focus on 22.5-inch tyres for trucks and buses. The plan is to increase capacity and add further specifications as they are approved.

The strategy also reflects the changing requirements of commercial vehicle manufacturers and fleets. As powertrain technologies evolve, tyre manufacturers need to respond to different vehicle characteristics, including changes in weight, axle loads, torque delivery and efficiency requirements.

DESIGNING FOR THE CHANGING TRUCK

Electrification and alternative fuels were among the most visible themes at IAA Transportation 2026, according to Bezzant. While battery-electric vehicles are gaining ground in several applications, the transition is not following a single path across all commercial vehicle segments or markets.

“At IAA, the most visible trend you see is electrification and alternative fuel. That’s the first thing you notice in trucks and buses, among others. It is important for us to follow the trend and make sure we produce the right products to meet the needs of those vehicles and customers,” he said.

The powertrain mix will ultimately be shaped by vehicle manufacturers and the operating requirements of individual applications. Bezzant said Hankook’s role is to support those developments through tyre technology.

“Those things are going to be led by the OEMs. Our role as a tyre manufacturer is to support what those vehicles need and to support the way that power is going to be delivered to the road, the additional weight and loads that they might need to carry. We will follow those OEM partners in the direction to support them in where they need,” he averred.

The transition is already more visible in some bus applications, particularly where municipal procurement is accelerating the adoption of electric buses. Truck applications, meanwhile, continue to involve a broader mix of powertrain technologies.

For tyre manufacturers, this creates a requirement to balance durability, load-carrying capability, rolling resistance and overall efficiency as vehicle architectures evolve.

That balance is also becoming increasingly important as fleets face greater pressure to reduce operating costs and environmental impact. For Hankook, longer tyre life remains a central part of that proposition.

“The fundamental first part is about the longer the tyre stays on the vehicle, the better for the environment. And that is a core piece of Hankook’s value proposition to our customer. We pride ourselves on very strong performance in mileage,” Bezzant said.

The company is also developing products aimed at improving rolling resistance without compromising mileage performance. For fleets, the objective is to combine tyre longevity with vehicle efficiency and lower total cost of ownership.

SMART FLEX COMPLETES REGIONAL-TRANSPORT LINEUP

The company used IAA Transportation to present the world premiere of its Smart Flex TH51 trailer tyre, completing its Smart Flex tyre line for regional-distance transport alongside the Smart Flex AH51 for the steering axle and Smart Flex DH51 for the drive axle.

Compared with its predecessor, the TH51 is designed around the requirements of high mileage and low rolling resistance. At launch, Hankook will offer the tyre in 385/65 R22.5, with the tyre carrying the 3PMSF certification mark for use in winter conditions and as part of a year-round application strategy.

Richard Bezzant, Marketing Director – Truck & Bus at Hankook Tire Europe

The TH51 is intended for single-axle applications on semi-trailers and trailers. Its tread, the company said, is designed as a key element of the tyre’s performance strategy, using concealed grooves manufactured through 3D-printed tread moulds.

The design is intended to progressively reveal additional tread features as the tyre wears. When approximately 40 percent of the tread has worn, interlocking 3D sipes are revealed to increase tread-block rigidity and support grip. At around 70 percent wear, additional concealed grooves become exposed to support wet grip. By around 90 percent wear, the concealed grooves are fully exposed, with Hankook positioning the design as a means of maintaining performance towards the end of the tyre’s service life.

The tread combines zigzag grooves with drainage grooves and channels. The zigzag grooves are designed to provide grip, counter irregular wear and support water evacuation under changing road and weather conditions. Water is channelled through the drainage grooves and discharged through the drainage channels.

The product therefore links several of the requirements highlighted by Bezzant – mileage, rolling resistance, grip and efficiency – in a single trailer application. Rather than being a standalone launch, the TH51 illustrates how Hankook is applying its product-development strategy to different axle positions within regional transport.

As regulatory attention increases on tyre abrasion and other non-exhaust emissions, the ability to deliver longer service life and improved efficiency is likely to become increasingly relevant to tyre selection.

EXPANSION AMID COMPETITION

Hankook’s investment comes at a time when the global tyre industry is seeing continued competitive pressure, capacity adjustments and increasing participation from manufacturers from emerging markets.

Against this backdrop, Bezzant described Hankook’s approach as expansionary. “For us, it’s much more growth-oriented,” he stated.

The company has also expanded its TBR manufacturing footprint in the United States and is targeting growth in both North America and Europe.

“We’re growing in both the United States and in Europe across the board. Europe represents 45 percent of our global revenue in total, and this year we are seeing growth, substantial growth. We witnessed good growth last year and next year too we expect the same,” he explained.

The additional European production capacity will therefore need to be absorbed through increased sales, with Hankook looking to build demand across both replacement and OE channels.

Responding to what is next for the tyre maker, Bezzant said that the company will now focus on consuming the additional capacity within its global production, especially with the new TBR tyre production starting in Europe.

The company’s approach to growing competition from Chinese tyre manufacturers in Europe is similarly pragmatic. Rather than viewing new entrants purely as a threat, Bezzant sees potential benefits if products are manufactured locally and meet the quality, sustainability and performance requirements of European fleets.

He said the European market benefits from a broad choice of products, while local production can make it easier for customers to access tyres and manage supply.

Bezzant also highlighted the importance of sustainability and retreadability as the market develops. For fleet operators, the ability to maximise tyre life and support multiple lives through retreading can contribute to both operating efficiency and resource efficiency.

REBUILDING OE PARTNERSHIP

Hankook is also looking to strengthen its original equipment presence in European truck applications.

“In Europe today, in OE truck, we are just restarting that business. So today we are not an OE supplier as it stands now,” Bezzant said.

While Hankook is rebuilding its European truck OE presence, the company has established relationships with trailer manufacturers including Schmitz Cargobull, Wielton and Fruehauf.

The company’s strategy extends beyond the tyre itself, with fleet services becoming an increasingly important part of its offering.

FLEXIBLE FLEET SERVICES

Hankook already operates its Smart Fleet offering in the UK, the Netherlands, France and Germany. The model is designed to give fleets flexibility in selecting the services they require across different markets.

“It’s almost like an à la carte menu. A customer can say, ‘I need breakdown service across Europe’, or ‘I only need it in one country’. We will provide a platform to manage authorisations and billing,” Bezzant explained.

The Hankook Smart Solution authorisation and tyre management platform can be combined with the Smart Partner Network, which provides contracted services. The objective is to help fleets reduce downtime, maintain vehicle availability and gain greater control over tyre-related expenditure.

For fleets operating across multiple countries or through several distributors, such a model can simplify tyre management while allowing operators to select services according to their individual requirements.

As Bezzant puts it, the underlying strategy is straightforward: get closer to the customer, understand how commercial vehicles are changing and build the products, production footprint and services around those requirements.

Bridgestone has named Jacques Fourie as President, Canada, a newly created position underscoring the market’s strategic value to the company. Operating from Mississauga, he will oversee Canadian strategy, commercial activities and long-term growth, with full end-to-end accountability.

The dedicated in-country leadership structure is intended to accelerate decision-making, improve coordination and bring the business closer to customers and teammates. Bridgestone said the role reinforces its commitment to stronger leadership and accountability across Canada.

Fourie joined Bridgestone in 2019 and most recently led its Africa Middle East region from Dubai. He previously spent 15 years at Cummins in finance, sales, operations and executive roles, including leading Cummins Rocky Mountain. He holds an Honours Bachelor’s Degree in Finance and Accounting from the University of Pretoria.

Robert Johnson, Group President, North America, Bridgestone West, said, “Canada is an important market for Bridgestone, with strong potential for continued growth. Jacques brings extensive international leadership experience, a strong customer focus and a proven ability to build successful businesses and teams. His understanding of the North American market makes him well positioned to lead our Canadian business and strengthen the value we deliver to our customers across the country.”

Fourie said, “Canada is a dynamic and strategically important market with significant opportunities ahead. I am honoured to take on this role and look forward to working closely with our customers, partners and teammates across the country. Together, we will build on the strengths of the Canadian business, deepen our customer relationships and position Bridgestone for sustainable, long-term growth.”

Vietnam’s growing role as a global tyre manufacturing base is creating new opportunities for domestic producers, but breaking into established international markets remains difficult. Da Nang Rubber Joint Stock Company is expanding exports and production capacity while confronting larger Chinese rivals on price and established global manufacturers on technology, distribution and brand strength. General Director Le Hoang Khanh Nhut tells Tyre Trends that competing globally will require Vietnamese manufacturers to move beyond cost advantages and demonstrate quality, operating efficiency and long-term customer value.

Southeast Asian tyre manufacturers have evolved as an aggressive competitor in the global tyre race. Tyre makers from China, Vietnam, India, Thailand etc. are constantly competing for a share of the bigger pie. While one nations tyre manufacturer competes on price advantage, another competes on quality.

The tyre manufacturing scene in Vietnam resonates quality and pricing in the global stage. But that is not the end of the story. On one hand, many manufacturers from other countries are leveraging the strategical importance of Vietnam for pushing products into international markets.

And on the other hand, trade tariffs and anti-dumping duties are creating hurdles for such companies. “Trade defence measures, anti-dumping actions, rules of origin and tariff changes have become ongoing factors in export management,” said Da Nang Rubber Joint Stock Company (DRC) General Director Le Hoang Khanh Nhut during an exclusive interaction with Tyre Trends magazine.

He confidently stated that DRC closely monitors each market to select appropriate products, pricing structures, distribution partners and production plans while ensuring that origin documentation, technical compliance and trade compliance are properly standardised.

“Trade barriers can increase costs and risks, but they can also create opportunities when customers seek to diversify their supply sources beyond a single country. The pre-requisite is that Vietnamese companies maintain transparency regarding origin, control their supply chains and retain genuine competitiveness,” he quipped.

Explaining the current situation within the country’s broader market economics, a confident Nhut averred that Vietnam’s expanding infrastructure, logistics network and export connectivity are creating favourable conditions for tyre manufacturers operating in the country.

He added that the country was investing heavily in highways, transportation and logistics infrastructure. That development is supporting both domestic demand and the country’s ambitions to become a manufacturing and distribution hub for global markets.

For DRC, the expansion of Vietnamese tyre manufacturers into global markets will depend less on competing solely on price and more on leveraging manufacturing experience and product quality.

Asked how Vietnamese manufacturers could compete with Chinese tyre makers, which often operate with larger research and development budgets, Nhut said, “The strategy is to focus on experience and quality rather than entering a price-led competition. We don’t follow the price competitively like Chinese companies.”

STRATEGIC PLACEMENT

International markets, especially Europe and America, are crucial to Vietnamese tyre manufacturers including DRC. The company states that the US is an established and important export market.

In April 2024, DRC signed an export agreement with Oceanside One Trading covering Brazil and the US with the stated aim of increasing exports to those markets.

Europe is strategically important but not one of its mature core markets yet. The company’s 2024 annual report explicitly states that it aims to increase its market share in Europe.

Nonetheless, the local market assumes a similar importance for the company. “The domestic market remains a strategic foundation for us. It is where the brand has been built over several decades. We have an extensive distribution network here and the market helps us maintain a balanced production volume,” said Nhut.

Le Hoang Khanh Nhut, General Director, Da Nang Rubber Joint Stock Company (DRC)

However, the challenges include periods of weaker purchasing power, strong competition from imported products and FDI-based companies and pricing pressure. “Unlike many export markets, Vietnam has a fragmented distribution structure; customers are price-sensitive but also place strong importance on durability, product availability and warranty response time,” explained Nhut.

On the broader spectrum of market-linked business advantages, the country has become a manufacturing base for many international tyre manufacturers. “Vietnam has several practical advantages including a favourable location for exports, access to many markets through FTAs, an increasingly skilled technical workforce and a developing supporting-industry ecosystem,” stated Nhut.

DRC perceives these advantages are complemented by accumulated manufacturing experience, a domestic brand, an established workforce and a production management system that is being modernised.

“However, we still face disadvantages in terms of economies of scale, the degree of self-sufficiency in strategic raw materials, logistics costs, supply-chain depth and resources available for foundational technologies compared with China, Thailand, Indonesia or India. These areas need to be addressed through focused investment and supply-chain integration,” he noted.

INTERNATIONAL TUSSLE

DRC’s manufacturing operations are based in Da Nang, where it operates separate facilities for different tyre categories. Nhut cited production covering passenger car tyres, motorcycle and bicycle tyres, agricultural tyres, OTR products and other categories.

The chief executive estimated its overall production at around five million tyres. And in recent years, its international business has seen clear growth in both scale and geographical reach.

By the end of 2024, export turnover had exceeded USD 100 million, and its products are currently present in more than 50 countries and territories including markets with high standards such as the US, Europe, Japan, South Korea and Brazil.

“Our focus remains on strengthening markets where we already have a solid foundation, particularly in the Americas and developed markets, while selectively expanding into regions with significant room for growth,” contended Nhut.

He added that demand is shifting towards greater emphasis on consistent quality, durability, operational efficiency, reliable supply and technical compliance. Therefore, exporting is no longer simply about selling products but about building the capability to serve markets over the long term.

Nonetheless, Chinese tyre companies are a much stronger competitor in international markets for Vietnamese counterparts. Explaining how DRC navigates the challenge of competing head-to-head with Chinese tyre markets, Nhut said, “The expansion of Chinese tyres has intensified price competition in the replacement market, particularly in mainstream segments. This has created direct pressure on selling prices and margins across the industry.”

“We do not compete solely on price and focus on consistent quality, durability, technical service and real-world operating efficiency to retain customers. The market has indeed become more challenging, but it also creates opportunities for manufacturers that demonstrate product lifecycle value, consistently meet delivery commitments and reliable after-sales support,” he added.

GLOBAL STRONGHOLD

According to Nhut, DRC’s strongest international growth opportunities are in segments where it already has capabilities and credibility that include radial truck and bus tyres, industrial and agricultural tyres and speciality tyres.

“The expansion of radial truck tyre capacity to one million tyres per year is an important step in increasing our ability to serve the market. At the same time, we need to continue shifting our product mix towards higher-value products with higher technical requirements, durability and specialisation,” he added.

Product lines for next-generation vehicles and technical rubber products are also focus areas for the company. It also does not consider expanding the product portfolio to be an objective in itself. It must be aligned with research and developmental capabilities, investment efficiency and market demand.

The investment sentiment within the country’s tyre industry is also seeing heightened demand. It has attracted significant investment and substantially increased production capacity.

But the additional investment in Vietnam’s tyre industry is both an opportunity and a source of pressure, said Nhut.

“The opportunity lies in improvements to the supply chain, technical workforce, logistics services and Vietnam’s attractiveness as a manufacturing base. The pressure comes from greater competition for skilled labour, raw materials, customers and quality standards,” he added.

The company, however, views the current situation as a driving force to improve productivity, enhance quality and penetrate its own brand deeper into markets.

And to become a major name in the global tyre market, the company needs to shift from a mindset of exporting products to building a brand and the capability to serve international markets, contended an excited Nhut.

“The focus should be on maintaining consistent quality; investing in research and development; green manufacturing technologies; developing higher value-added segments; building sufficiently strong distribution and after-sales networks in key markets; applying international standards in

quality, ESG, trade compliance and data management and strengthening global human resources capabilities,” added the executive.

Expanding radial production capacity is necessary, but ultimately, success lies in DRC’s ability to build long-term trust in quality, operating efficiency and responsibility towards customers worldwide, noted the executive.

PERSISTENT HURDLES

The biggest challenge for DRC is competing with groups that have significantly greater scale, larger research and development budgets, distribution networks and purchasing power for raw materials.

According to Nhut, Chinese companies have advantages in terms of price and speed. Japanese, Korean and European companies are strong in technology, branding and OEM relationships, while Indian companies have scale advantages in certain segments.

He further noted that DRC’s strengths lie in its longstanding experience in radial truck, bias, agricultural and speciality tyres; its flexibility in responding to market needs; proven quality in many demanding markets and manufacturing base in Vietnam.

However, scale remains a limitation when it comes to long-term research and development investment, rapidly expanding after-sales networks, maintaining regional inventories and increasing global brand recognition.

“We cannot compete with multi-national groups in terms of the scale of research and development spending. Therefore, our approach is to focus resources on issues that have a direct impact on customers and production efficiency,” explained Nhut.

He added, “Our priorities include tyre structure and rubber compound design to improve durability, reduce heat generation, enhance load-carrying capability and improve fuel efficiency. Optimisation of radial products, development of products for emerging needs such as electric vehicles, high-speed tyres and specialty products as well as automation, digitalisation, traceability and green manufacturing are also priorities.”

The company also places strong emphasis on strengthening its engineering team, technical cooperation and shortening the cycle from testing to commercialisation.

Customers are increasingly evaluating tyres based on total cost of ownership rather than simply the initial purchase price. And to convince international fleets and distributors, DRC needs to speak through operating data rather than relying solely on catalogues.

“We are increasing real-world testing and monitoring mileage, wear, fuel consumption, incident rates and reusability or recyclability depending on the product line. Based on this data, we work with distributors to provide technical advice, clear warranty policies and rapid feedback,” stated Nhut.

The objective of the company is to help its customers see a product with a reasonable purchase price that lasts longer, operates more consistently and reduces vehicle downtime to create greater value over its entire lifecycle.

The company has a retreading facility and stated that some casings can be retreaded two or three times.

FORWARD PATH

Nhut expects Southeast Asian tyre manufacturers to continue expanding their presence in global markets.

“Over the next 3–5 years, significant room for growth lies in replacement markets with demand for radial truck tyres, agricultural, industrial and speciality tyres as well as among customers seeking a stable and diversified source of supply outside traditional manufacturing centres,” said Nhut.

The Americas, selected European markets, the Middle East, Africa and Latin America all need to be approached selectively based on trade conditions and service capabilities, he added.

The factors limiting faster expansion include the need to build distribution networks, inventory, after-sales support and local technical certifications together with working capital requirements, foreign-exchange risks, logistics and trade barriers.

“These are long-term investments and cannot be pursued at the expense of sustainable growth,” noted Nhut.

Asked how manufacturers from Vietnam and other Asian markets could position themselves against established European tyre makers, DRC said its focus would be on expanding its market presence rather than retreating from competition with larger international manufacturers.

The current situation in Vietnam reflects a broader shift in the tyre manufacturing landscape, with Asian producers increasingly seeking opportunities in overseas markets while established manufacturers face changing cost structures and production strategies.

Vietnam’s emergence as a competitive tyre manufacturing base gives DRC a platform for international expansion, but geography, trade access and manufacturing costs alone will not secure a global stronghold.

The bigger test is whether the company can translate rising capacity and decades of production experience into stronger technology, distribution, after-sales support and brand recognition.

As competition intensifies and trade barriers multiply, DRC’s global ambitions will increasingly depend on proving lifecycle value rather than simply offering another competitively priced alternative from Asia.

HF Group has received Continental’s Supplier Award for Tyre Manufacturing Equipment 2025 in the Service, Maintenance & Repair category, recognising its work delivered  during the year.

The award acknowledges the contribution of HF Group’s mixing and curing teams across multiple deliveries, service assignments and engineering projects undertaken with Continental in 2025.

To mark the recognition, Continental invited the award winners to an Experience Day at its Contidrom test facility near Hanover on recently. The event gave attendees an opportunity to experience Continental’s tyre technology and drive on the test track.

HF Group was represented by André Arends, Garlef Dombrowski, Florian Droege and Peter Hummel.

The company thanked Continental for the award and recognised the expertise and collaboration of its teams in delivering the work.