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.   

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PCBL Chemical has named Rituraj Singh Kalra as Executive Director and Chief – International Markets (Rubber Blacks), effective 9 November. The Kolkata-based company disclosed in a regulatory filing that Kalra will also serve on its Senior Management team and will be based in Belgium.

Kalra brings roughly three decades of expertise in international sales, marketing and business strategy, with senior leadership roles at Bekaert, GKN Driveline and MAHLE. He will oversee operations across Europe, the Americas and key Asia-Pacific markets, lead the Innovation Centre and drive Green Carbon initiatives, prioritising close customer relationships, resilient supply chains and commercial and technical partnerships built on shared sustainability goals. He previously served as Senior Vice-President of Global Sales, Marketing and Strategy at Bekaert in Belgium and holds a mechanical engineering degree from the University of Leeds and an MBA from Warwick Business School.

The appointment strengthens PCBL's global ambitions as a unit of the RP-Sanjiv Goenka Group, a conglomerate tracing its roots to 1820 that now generates about USD 5 billion in annual turnover and employs more than 55,000 people. With over six decades of operations behind it, PCBL stands as India's largest and the world's sixth-largest carbon black manufacturer, positioning itself as a global partner across carbon black, speciality chemicals and advanced materials.

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Tyrecycle CEO Jim Fairweather has stepped down after more than 10 years as President of the Australian Tyre Recyclers Association (ATRA), passing the role to Leigh Cometti, Managing Director of CTS Tyre Recycling. Fairweather will remain involved with ATRA and the wider industry.

His departure closes a period in which the association and Tyrecycle jointly pressed government to adopt the prohibition on exporting whole-baled waste tyres. That measure stopped such shipments reaching developing markets, where poor handling, storage or disposal could endanger human health and the environment, and it pushed the sector towards more accountable end-of-life tyre management and more processing and recovery on Australian soil.

Tyrecycle describes engagement with bodies like ATRA as central to its aim of building up the country's tyre recycling and resource recovery sectors. The company argues that recyclers, governments, regulators and other parties must work together if tyre recovery is to rise and end-of-life tyres are to be handled better nationally.

Looking ahead, ATRA has flagged several priorities: lifting off-the-road market recovery volumes, tightening compliance and enforcement, maintaining close ties with State and Federal regulators and pursuing regulatory changes that leverage existing Australian recycling capacity. Tyrecycle says it will keep contributing its experience, expertise and national outlook to ATRA and its members.

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The Automotive Tyre Manufacturers’ Association (ATMA), the apex body representing tyre companies in India, has requested the Government of India to allow temporary duty-free imports of natural rubber under a Tariff Rate Quota (TRQ) mechanism.

The request follows an increase in domestic natural rubber prices to INR 300 per kg, representing a rise of nearly 62 percent from the November 2025 average of INR 186 per kg, alongside supply shortages during the peak production season.

In a letter submitted to Union Commerce and Industry Minister Piyush Goyal, the association proposed limiting the duty-free import quota to the assessed deficit between domestic demand and supply until market conditions stabilise.

During FY2025-26, India produced 905,000 tonnes of natural rubber against a consumption volume of 1.42 million tonnes, creating a supply gap of nearly 37 percent. Tyre manufacturers are simultaneously managing cost increases in synthetic rubber, carbon black, petroleum-based inputs and freight expenses driven by crude oil price movements linked to events in West Asia.

India's tyre industry generates an annual turnover of approximately INR 1,000 billion and exports exceeding INR 270 billion, having recorded 16 percent YoY export growth in Q1 of FY2026-27.

Arun Mammen, Chairman of ATMA, said, “Tyre manufacturers rely on the peak tapping season to secure domestic rubber for their production schedules. This year, supplies are falling short even during these months, while procurement costs have risen sharply. A temporary duty-free quota, limited to the assessed shortfall, would help manufacturers maintain production while protecting the interests of domestic rubber growers.”

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The Goodyear Tire & Rubber Company has announced that Mark Stewart has stepped down from his roles as Chief Executive Officer and President of the company and has also left its board of directors, effective immediately. In his place, the company has installed board member Roger Wood as interim Chief Executive Officer, with Wood leading the tyre maker while a leading executive search firm helps the board identify a permanent successor.

Wood joined the board in 2023 and has spent over 30 years leading businesses in the automotive and manufacturing sectors. He was previously Co-Chief Executive of Tenneco Inc., which designs, manufactures and distributes clean air, powertrain and ride performance systems worldwide for vehicle manufacturers and the aftermarket, and he holds board seats at PHINIA Incorporated and Brunswick Corporation. As part of taking the interim role, he has given up chairing the board's human capital and compensation committee.

Earlier this year, the board set up a special committee to scrutinise the company's businesses and operations, seeking ways to lift performance and deliver more value to shareholders. Directors and management are pursuing that effort through a wide-ranging assessment of strategic and operational options, among them refining the business mix and footprint, sharpening efficiency and funding new products and capabilities that underpin long-term growth. No further updates are planned unless and until the board concludes that more disclosure is warranted or required.

In a separate announcement dated 27 October 2026, Goodyear said Jerome Rouquet will become Executive Vice President and Chief Financial Officer on 1 December 2026. Rouquet, now Chief Financial Officer at Visteon Corporation and formerly a senior finance executive at Tenneco and Federal-Mogul, takes over from interim Chief Financial Officer Scott Deakin, who will help ensure a smooth handover.

Joe Hinrichs, Goodyear Board of Directors Chair, said, "Goodyear has made meaningful progress in becoming a more efficient and focused company, and the board believes this is the right moment to transition leadership to accelerate that progress and capture additional opportunity. Roger brings extensive automotive and industrial CEO experience, deep operational expertise and strong relationships across OEMs and aftermarket customers. He knows Goodyear, understands the opportunities ahead and has the board's full confidence to bring heightened focus and urgency to execution while we conduct a thorough search for a permanent CEO. We thank Mark for his contributions to Goodyear.

"The board formed a special committee earlier this year to conduct a rigorous strategic review of the company to help strengthen performance and create shareholder value. The board, together with the Enterprise Transformation Office, is evaluating a broad range of strategic and operational opportunities, and we are committed to taking the right actions to position Goodyear for stronger performance and long-term success. We look forward to providing an update as this work progresses."

Wood said, "Goodyear has iconic brands, talented people and significant opportunities to improve performance and deliver long-term value. As I step into this role, my immediate priorities are to support our associates and customers, sharpen execution and build on the work already underway to advance Goodyear's transformation. I look forward to working closely with the board, leadership team and the Enterprise Transformation Office to advance the strategic review and translate that work into actions that strengthen performance and position Goodyear for long-term success."

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