The Rubber, Chemical & Petrochemical Skill Development Council (RCPSDC), under the aegis of the Ministry of Skill Development and Entrepreneurship, set up by the National Skill Development Corporation (NSDC), aims to nurture young talent in the country to improve livelihood opportunities.

The rubber industry in India is facing huge challenges and disruptions, not least due to the shortage of rubber, skilled workforce or the lack of interest among the younger generation in following the footsteps of their predecessors in the natural rubber tapping profession.

But as the proverb goes, ‘every opportunity is a blessing in disguise’, there are stakeholders who are working tirelessly to improve the situation. Among them, Saif Mohammad, CEO of the Rubber, Chemical & Petrochemical Skill Development Council, is optimistic about his organisation’s role in acting as a bridge between the government and the industry.

“A lot of efforts have already been made, and a lot more are ongoing as we speak. We engage with the industry to educate them and actively, proactively seek their feedback on how and what they need, which can be incorporated into our training programmes,” he shared.

As the head of RCPSDC, Mohammad is tasked with driving skill training in the rubber sector by largely complementing the development of qualifications spanning rubber (natural and synthetic) production, rubber product/tyre manufacturing and tyre services and maintenance.

LABOUR SHORTAGE

The development of tyres and other rubber materials is predominantly dependent on rubber tapping, wherein workers make an incision on the tree with a sharp knife, place the collecting cup and repeat the process with subsequent trees. It is estimated that workers carry out this process for hundreds of trees and wait for the cups to be filled with latex. Tapping requires efficient skills to ensure proper incision, so that it does not damage the tree and enables higher extraction of latex.

It may not seem like a very exciting job, given the slow process and subsequently dwindling earnings, which have made it a less lucrative career.

Kerala, once home to the largest rubber tappers in the country, is now facing an acute shortage of skilled workers to continue the profession. Farmers who were earlier involved in the trade are finding it difficult to convince the younger generation to follow in their footsteps.

 “A good percentage of the current workforce working as rubber tappers are trained by their predecessors and have no formal training. I believe formal technical training is required alongside training on new technologies, which not only helps them increase their yield but also enables alternative revenue streams,” explained Mohammad.

He elaborated that it is not just about rubber tapping; farmers also need to see the business potential in their profession. They could look at intercropping, beekeeping and other revenue streams.

“India is facing a significant crunch in terms of feed on plantations. Workers are migrating for better opportunities and leaving the rubber industry. Many of them, for example in Kerala, are going abroad for better earning prospects,” added Mohammad.

On one hand, there is labour shortage and drop in yield of natural rubber, but on the other hand, the demand for natural rubber globally, including in India, is scaling new heights. This raises the question: if there is high demand, why are rubber tappers not reaping the benefits?

Climate change, natural disasters and the average price of natural rubber being below expectations have been hurting farmers. For instance, the peak price of natural rubber was INR 20,805 per 100 kg in 2011-12; at present, it is INR 18,800 per 100 kg (as of 26 December 2024). This means that farmers’ incomes have not kept up with inflation, pushing them to explore other revenue streams.

Mechanised solutions do exist, but the high acquisition costs, as well as an ageing population hesitant to continue the profession, have resulted in rubber tapping remaining heavily dependent on skilled workers.

RCPSDC’S ROLE

“The Government of India is doing its part. The Rubber Board, for instance, is working in tappable areas, and several programmes are run with RCPSDC for training people who can work on plantations. However, there is also a transition towards synthetic rubber in India,” he shared.

Mohammad explained that the import of synthetic rubber is increasing. Manufacturers in the MSME space are actively forging or finding new technologies to switch from natural rubber to synthetic rubber.

“The government is working to protect and enrich the workforce and natural rubber in the country and would definitely want India to continue with it and ensure it does not fall below a certain threshold. However, a significant influx of synthetic rubber is also happening. There has to be a balance, and there’s no immediate answer or figure to it. In the last five years alone, we might have trained more than 25,000 to 30,000 workers in Tamil Nadu alone,” he elaborated.

Regional training is also being conducted across the country by the association based on curricula aligned with the National Occupational Standards (NOS). The curricula ensure that students acquire specific skills required for a particular job role as per the guidelines laid down by the industry; in this case, rubber.

He believes that in addition to skilling/upskilling talents, a lot of vocational training is being conducted through educational institutions such as polytechnics.

“Skill councils like RCPSDC also have courses targeted at people who have not even cleared their secondary education. I think one area we should strengthen our focus on is counselling. It is very important for parents as well as students. Candidates and students are under pressure; they are young and usually opt for things that their parents suggest or that they see happening around them (peer pressure),” said Mohammad.

According to him, while there is a lot of glamour around electronics and engineering, proper education and awareness about career progression opportunities in the rubber, polymer or chemical industries should be prioritised.

“Counselling is very important. This is what needs to be addressed by everyone, including industry mentorship programmes. We need to have alumni from these training programmes who can share success stories with newcomers,” Mohammad added.

 The executive believes that people are not recognising the immense opportunity to upscale, increase productivity and enhance efficiency because, in the end, everything boils down to the workforce.

An organisation is only as strong as its weakest link. For instance, on the shop floor, if a person is not trained, that is how strong a company is, he stated. And in the global competitive environment, it is very important to acknowledge that people need training and upskilling to ensure they can contribute not only efficiently but also improve their productivity over time.

“If you are planning to take on these futuristic or emerging roles around sustainability and security, then you need to have trained people, right from the ground level upwards,” concluded Mohammad.

Tire Rack is celebrating the induction of its co-founder and longtime CEO, Mike Joines, into the Tire Industry Hall of Fame. The company credits Joines' automotive passion as the foundational spark for its mission to transform the tyre industry. Under his leadership, Tire Rack pioneered one of the first e-commerce platforms for tyre retailing, fundamentally changing how consumers research and purchase tyres.

The company’s philosophy, established by Joines, centred on empowering customers through comprehensive information rather than just completing a sale. This customer-first approach was built upon providing detailed product reviews, performance testing data, side-by-side comparisons and expert guidance.

Tire Rack also acknowledges that Joines understood the critical role of its team, noting that the ingenuity and integrity of its employees have been the true driving force behind decades of innovation and sustained customer trust. The company honours Joines as an enthusiast, innovator and leader whose devotion remains a source of inspiration.

Goodyear Tire & Rubber reported a net loss of USD 2.2 billion for the third quarter of 2025, weighed down by significant non-cash charges, even as its “Goodyear Forward” transformation programme continued to deliver strong operational benefits and major divestitures were completed.

The tyre maker said segment operating income rose to USD 287 million in the quarter, reflecting USD 185 million in cost-saving benefits from Goodyear Forward, which helped offset inflationary pressures, lower volumes and the absence of prior-year insurance recoveries.

“We delivered a meaningful increase in segment operating income relative to the second quarter in an industry environment that continued to be marked by global trade disruption,” said Mark Stewart, Chief Executive Officer and President. “This growth underscores our strong product portfolio and the consistency of our execution under the Goodyear Forward plan, both of which we expect to support further acceleration in our earnings during the fourth quarter.”

Goodyear’s quarterly net sales were USD 4.6 billion, with tyre unit volumes at 40 million. The company recorded a USD 1.4 billion non-cash deferred tax asset valuation allowance and a USD 674 million goodwill impairment charge during the quarter. Adjusted net income was USD 82 million, compared with USD 102 million a year earlier.

The company stated that all planned asset sales under its Goodyear Forward plan had now been completed, generating total gross proceeds of approximately USD 2.2 billion, which will be used to reduce debt and reinvest in growth.

On 31 October, Goodyear finalised the sale of the majority of its Goodyear Chemical business to an affiliate of Gemspring Capital Management, LLC, for USD 650 million, subject to adjustments. At closing, Goodyear received approximately USD 580 million in cash, which reflected working capital adjustments, including those for intercompany receivables.

“With the sale of our Chemical business, we have completed all of the planned asset sales included in our Goodyear Forward transformation program,” said Stewart. “Additionally, we surpassed initial expectations, with total gross proceeds from the divestitures of approximately USD 2.2 billion. As a result, we have a more focused, streamlined portfolio that will allow us to grow our core products and services and achieve our vision of being #1 in Tires and Service.”

The sale included Goodyear Chemical facilities in Houston and Beaumont, Texas, as well as a research office in Akron, Ohio. The company retains its chemical plants in Niagara Falls, New York, and Bayport, Texas, as well as the rights to the products produced there.

By region, the Americas segment reported third-quarter sales of USD 2.7 billion, a 4.2 percent year-over-year decline, as replacement tyre volumes decreased due to high inventories of imported products in the US market. Segment operating income fell to USD 206 million from USD 251 million.

In Europe, the Middle East and Africa (EMEA), sales rose 4.4 percent to USD 1.4 billion, supported by favourable currency movements and stronger price/mix. Operating income increased to USD 30 million from USD 23 million a year earlier.

Asia Pacific sales fell 18.9 percent to USD 501 million, reflecting the sale of the Off-the-Road (OTR) tyre business and softer demand in Japan, Australia and China. Segment operating income dropped to USD 51 million from USD 72 million.

Goodyear said it expects to achieve about USD 1.5 billion in annualised run-rate benefits from the Goodyear Forward programme by the end of 2025.

Tomoshige “Tomo” Mizutani, advisor and former Chairman and Chief Executive of Nitto Tire USA Inc., has been inducted into the Tire Industry Hall of Fame, one of the sector’s most prestigious honours.

The induction, hosted by the Tire Industry Association (TIA), will take place in Las Vegas alongside the 2025 SEMA Show, running from November 4 to 7.

With more than four decades in the tyre industry, Mizutani is widely credited with transforming Nitto Tire USA from a struggling operation in the early 1990s into a billion-dollar brand recognised for its innovation, performance, and strong connection with car enthusiasts.

“Our 2025 inductees embody the spirit of innovation and service that defines the tyre industry,” said Dick Gust, CEO of the Tire Industry Association. “Their contributions have improved safety, expanded opportunity, and shaped the way we do business worldwide.”

Mizutani’s approach combined deep market insight with bold risk-taking. By engaging with emerging communities of young car enthusiasts and later expanding into the off-road segment, he helped reposition Nitto as a brand built around passion and creativity.

Known for embracing innovation, Mizutani was among the first to champion enthusiast-driven product development and leverage digital and social media marketing to build brand loyalty. Under his leadership, Nitto cultivated a social media community exceeding 13 million followers, making it one of the most engaged automotive brands online.

“When new game-changing innovations would arise,” Mizutani said, “we viewed them as huge opportunities instead of risks.”

A frequent speaker at leading universities and industry events, Mizutani has shared his philosophy of creativity, resilience and perseverance with aspiring business leaders, often reminding audiences to “never ever give up.”

“This honour is beyond my dreams,” Mizutani said. “I’ve been privileged to meet and learn from industry legends who inspired me since my first day in America. I am deeply grateful for the incredible people who have guided, challenged, and supported me throughout my journey.”

Finnish tyremaker’s third-quarter operating profit surges 427 percent to 21.8 million euros. Romanian factory ramp-up progressing as planned, now operating 24/7. Heavy investment phase nearing its end as the company targets a cash flow turnaround.

Finnish tiremaker Nokian Tyres reported a more than fivefold increase in third-quarter operating profit, as aggressive pricing increases in passenger car tyres and improved manufacturing efficiency offset challenging market conditions and years of operational upheaval.

The company, known for its winter tyres, said operating profit jumped 427 per cent to 21.8 million euros ($23.7 million) in the July-September period from 4.1 million euros a year earlier, when results were dragged down by 13.3 million euros in inventory write-downs related to contract-manufactured products.

Net sales grew 10.8 percent to 344.1 million euros at constant exchange rates, with the company achieving growth across all regions despite what it characterised as stable replacement tyre markets in Europe and declining conditions in North America.

“I have to say that I’m very pleased to tell you that we are really moving in the right direction,” President and Chief Executive Paolo Pompei told analysts on a conference call. “Our operating profit increased significantly. Obviously, this is very encouraging for the future journey that we have ahead.”

Pricing Strategy Delivers Results

The improvement was driven primarily by price increases implemented from late in the first quarter onward to offset rising raw material costs and to reposition products in Central Europe and North America, Pompei said.

In the passenger car tyre segment, which accounts for the bulk of Nokian’s business, net sales rose 13.2 percent to 234 million euros, whilst segment operating profit climbed to 38.9 million euros from 34.4 million euros. The segment’s operating margin rose to 16.6 percent, up from 16.4 percent a year earlier.

Interim Chief Financial Officer Jari Huuhtanen said price and mix effects contributed a positive 35 million euros to operating profit in the passenger car tyre segment in the quarter. However, this was partially offset by 25 million euros in supply chain costs, related mainly to non-recurring items from the previous year.

“Our average sales price with comparable currencies improved, and the sales of higher than 18-inch tyres increased significantly,” Huuhtanen said. “Segment operating profit improved due to price increases and a favourable product mix.”

Pompei acknowledged that volume declined 3.3 percent in the quarter but said this was “well justified by the comparability with the previous year, due to the action we made in order to release the slow-moving stock that we have accumulated due to the crisis in the Red Sea channel.”

Asked about the sustainability of price increases, given that larger competitors have recently lowered their price-mix assumptions, Pompei said: “We cannot keep increasing pricing. It was extremely important for us, again, to compensate for the increase in rising raw material costs and, at the same time, to gradually reposition in Central Europe and in North America.”

He added that the company was “not expecting the price increase to affect volume at this stage” beyond the comparison effects from last year’s inventory clearance.

Romanian Factory Hits Milestone

The company’s new factory in Oradea, Romania - described as the world’s first full-scale zero-CO2-emissions tyre factory - is progressing according to plan and is now operating four shifts to enable round-the-clock production.

Nokian said it would deliver approximately one million tyres from the Romanian plant this year, up from zero in 2024. The factory began customer deliveries in the second quarter.

“One million is the production, but the capacity already by the end of the year will be up to three million pieces and up to the end of next year, up to six million pieces,” Pompei explained. “We need to distinguish between production and capacity.”

He said the remaining capacity expansion would focus on mixing and semi-finished product lines rather than curing and building machinery, meaning capital expenditure requirements would be “really limited” for the next three years.

The Romanian facility has launched two new product lines for Central and Southern European markets, most recently the Powerproof 2, a premium ultra-high-performance summer tyre unveiled at an event in Spain attended by 160 guests from across the region.

Pompei said that in future, “more than 80 percent of what we sell in the European market will be supported by our Romanian factories for Central Europe as well as South Europe.”

North America Shines, Heavy Tyres Struggle

North America emerged as a standout performer, with sales surging 27 percent despite a declining market, driven by favourable tariff developments.

“We are finally doing extremely well in North America, and we are very pleased with the journey that we have done so far,” Pompei said.

Canada removed 25 percent counter-tariffs on U.S.-produced tyres on 1 August, whilst the United States reduced tariffs on EU tyre imports from 25 percent to 15 percent on 1 September. Nokian produces approximately 85 per cent of its U.S. volume at its Dayton, Tennessee, facility.

“Obviously, today we are in the ideal situation to deliver tyres from the US to Canada without duties,” Pompei said.

The company also disclosed a new partnership with American Tire Distributors (ATD), the largest national distributor in the United States. However, Pompei noted exposure was “relatively low” as the relationship was beginning.

However, the heavy tyres division struggled, with net sales falling 4.4 per cent to 55.4 million euros at constant exchange rates, as weakness in truck and agricultural tyre markets persisted. Segment operating profit dropped to 5 million euros from 7.5 million euros, impacted by lower volumes and inventory revaluation effects.

Asked when the agricultural market might recover, Pompei said: “I believe the agri business in particular is subject to cycles, and cycles can be long or short, but in general, obviously, we are now landing at the end of the second, I would say almost the second year of a downturn.”

He added: “I’m expecting the agri business at the level in particular to recover pretty soon in the next six to 12 months.”

Winter Season Outlook, Efficiency Drive

Looking ahead to the crucial winter tyre selling season, Pompei said the weather in September had been “a little bit too warm” but conditions were improving.

“Now it is getting colder, both in the Nordics as well as in North America,” he said. “We are expecting the winter tyre season to basically start, as I speak in this moment in November.”

The company’s flagship winter products continued to receive strong reviews, with the Hakkapeliitta 10 studded tyre and Hakkapeliitta R5 non-studded tyre taking top positions in multiple European tyre tests.

Nokian also announced it had begun personnel negotiations in Finland regarding efficiency improvements, which have resulted in eight permanent white-collar job cuts.

“This is part of our journey when we want to improve efficiency and productivity,” Pompei said. “This is necessary to support the company in this journey.”

The company’s Vianor retail chain reported improved performance, with net sales rising 7 per cent at constant exchange rates to 74.9 million euros, whilst the segment’s operating loss narrowed to 6.4 million euros from 6.6 million euros.

Nokian maintained its 2025 guidance unchanged, expecting net sales to grow and segment operating profit as a percentage of net sales to improve compared with the previous year.

The company said tyre demand in its markets is expected to remain at 2024 levels. However, it cautioned that “development of the global economy as well as geopolitical, trade and tariff uncertainties may cause volatility to the company’s business environment.”

For the first nine months, net sales grew 9.4 percent to 957.3 million euros, whilst segment operating profit rose to 40.2 million euros from 35.4 million euros. Segment EBITDA margin improved to 14.1 percent from 13.5 percent.

Asked about margin volatility in the passenger car segment, which has swung sharply on a quarterly basis over the past two years, Pompei said stability should improve.

“Of course, you will see more stability in the development of the margins moving forward, because now, finally, we can leverage our increased capacity, we can leverage an efficient manufacturing footprint,” he said.