Making a tyre is an extensive process that includes everything from formulation to testing. With the advancement in software-defined technology, tyre testing is increasing within a simulated environment. However, as real as the rubber wheel is, its testing in real-world environment stands as imminent in future course despite the current trend of simulation.

Alluding to this, Black Donuts Head of Tyre and Material Development Ilkka Lehtoranta told Tyre Trends, “Alongside the advanced laboratory equipment and various simulation methods, real-world tyre testing remains essential now and in the future. Physical testing in diverse conditions is critical for final evaluation and validation. Real-world tyre testing will continue to play a significant role moving forward. At Black Donuts, we offer comprehensive tyre testing services through our subsidiary, BD Testing. This company specialises in outdoor testing to ensure that products perform reliably in all environments.”

Commenting on the role of simulation in tyre development, he said, “Simulation plays a critical role in tyre development, offering a proven and essential part of the design process. One key type of simulation is finite element analysis (FEA), a mathematical method used to model and simulate physical phenomena. FEA is widely employed across industrial sectors including tyre manufacturing to predict and validate design performance before creating physical prototypes.”

“For tyre development, simulation tools provide significant advantages. By conducting design verification and validation virtually, companies can reduce the need to produce experimental tyre, which saves raw materials and minimises waste. This approach not only supports environmental goals but also accelerates the development timeline, allowing for faster iterations and refinements. Black Donuts integrates various simulation methods into its development process, heavily relying on the results to optimise designs,” he added.

Testing facilities

The Finnish company offers comprehensive tyre testing services with a primary focus on outdoor testing rather than indoor facilities. While indoor testing facilities are widely available globally, including in Europe, Asia, India and North America, Black Donuts has chosen to concentrate on outdoor testing. The company leverages the expertise of skilled test engineers and drivers, who understand the nuances of environmental and external factors, to deliver dependable testing outcomes. 

“We operate a proving ground in northern Sweden, where winter tyres are tested under snowy and icy conditions. Additionally, we have a testing centre in Finland’s Tampere region, which serves as a hub for evaluating tyre properties across a range of conditions. The facilities enable grip testing on ice, snow, wet and dry surfaces; noise testing for internal and external evaluations; handling and comfort assessments; aquaplaning analysis and tailored tests developed to meet specific customer needs,” informed Lehtoranta.

He mentioned that test drivers are central to Black Donuts' outdoor testing process as their expertise in assessing tyre behaviour is critical for validating designs and providing feedback to engineers. This collaboration ensures the test results are seamlessly integrated into the design and development process, allowing engineers to refine tyre properties based on real-world performance insights. 

Winter testing is conducted during the colder months to utilise natural snow and ice conditions. While the company does not have an indoor snow-testing facility, it makes use of local resources such as ice halls for ice-related evaluations. For summer tyres, the focus shifts to testing grip, handling and noise levels under both dry and wet conditions. 

In addition to testing during tyre development, Black Donuts supports homologation and certification processes. Through its subsidiary, BD Testing, the company provides accredited testing services and official test reports required for certifications by authorities. This includes European homologation tests for snow and ice performance, as well as specialised assessments such as road wear impact evaluations for studded tyres in Scandinavian markets. 

The company also conducts internal testing to collect data, monitor market trends and benchmark tyre performance. “This continuous research helps us to identify industry standards and emerging trends, ensuring that our tyre development projects remain innovative and competitive,” averred Lehtoranta.

Industry peek

Black Donuts provides end-to-end solutions for the global tyre industry, catering to both manufacturing and tyre research and development needs. Its services cover tyre design and production, materials research and development, making the company a comprehensive partner for tyre manufacturers globally. Whether supporting the establishment of new tyre plants, upgrading existing facilities or offering specific technical expertise, it has a broad portfolio of engineering and technological solutions. 

In production, Black Donuts assists manufacturers with everything from setting up greenfield projects to improving brownfield facilities. For existing manufacturing lines, the company conducts thorough audits to identify bottlenecks, inefficiencies and quality issues. The focus often includes increasing automation, enhancing productivity, reducing manufacturing costs, improving quality, minimising scrap and waste and even reducing tyre weight. These solutions are tailored to meet the specific demands of the client. 

For greenfield projects, it offers turnkey solutions. These include site selection support, plant layout design, architectural planning, defining machinery specifications, automation strategies and utility calculations. During the execution phase, an on-site engineering team supervises construction, machinery installation, commissioning and the ramp-up of production processes. The company also trains operators, troubleshoots quality issues and supports clients in improving efficiency. The level of post-production support is flexible with options for ongoing assistance tailored to the client's needs. 

Alluding to how the design and production process differ across regions, the executive said, “The design and production processes themselves are generally consistent across regions. However, automation levels may vary based on factors like labour costs and plant location. European facilities, for instance, often require higher automation levels due to higher manpower costs, though automation is increasingly being adopted in Asia as well. This trend has significantly reduced manpower requirements in tyre manufacturing globally, driven by advancements in automation technologies.”

Research and development

In tyre development, significant trends include the growing demand for sustainability, increased automation in production processes and evolving design needs tailored to regional and market-specific conditions. Tyre materials development is a subset of tyre development but is critical due to its role in addressing environmental and performance challenges. Black Donuts works on both these aspects, helping clients innovate while navigating changing demands in the tyre industry.

The push for sustainability is the most pressing challenge in tyre material development. There is an increasing emphasis on replacing fossil-based materials with sustainable alternatives like bio-based and recycled raw materials. Black Donuts plays a pivotal role in identifying and testing new materials available in the market, integrating them into tyre compounds and ensuring its compatibility with production processes.

In addition to working with existing materials, Black Donuts has initiated its own research and development efforts to explore innovative, out-of-the-box sustainable solutions. These include new bio-based raw materials currently under internal development, which are expected to be launched soon.

On the tyre development front, it offers comprehensive services for creating new tyre lines across segments like passenger car radial (PCR), truck and bus radial (TBR) and off-the-road (OTR) tyres. The designs cater to various markets including Europe, US, Asia and Africa, ensuring optimal performance under different environmental and regulatory conditions.

Customisation for specific client needs, whether summer or winter tyres, and adapting designs to suit regional preferences are also part of the company's everyday operations.

Competitive edge

The rapid evolution of technology, automation and sustainability trends demands agility and adaptability. Black Donuts maintains an active presence in the market, staying updated on global developments by leveraging its extensive partner network, including machinery and raw material suppliers, to gather insights and anticipate emerging trends.

Alluding how the company selects partners, the executive revealed, “The partner selection process is fundamental to delivering high-quality, innovative solutions. Many members of our team have decades of experience and longstanding relationships with suppliers, which provide a solid foundation for selecting trusted partners. Besides, there are several factors that are taken into account to source new partners.”

One of the most crucial factors in selecting partners is the technological capability. Black Donuts prioritises partners that offer cutting-edge technologies, which can add value to both the company and its customers. It also carefully evaluates the ability of potential partners to deliver machinery, raw materials and components as promised. Moreover, the company seeks partners who share values of sustainability.

While Black Donuts draws on its established relationships with trusted suppliers, the company remains proactive in sourcing new partners and exploring the latest advancements in technology and materials.

Sustainability

The executive noted that in the next five years, the proportion of renewable or bio-based materials in tyre production is expected to remain relatively modest. “Currently, aside from natural rubber, which makes up around 20 percent of tyre materials, the use of other renewable materials is almost negligible. While the industry faces challenges in sourcing and incorporating bio-based and recycled raw materials, it is estimated that within five years, the share of such materials could reach 30-35 percent of the total tyre content,” said Lehtoranta.

Alluding to industry goals of incorporating 100 percent renewable materials in tyres by 2050, he noted, “Incorporating 100 percent renewable materials in tyres is possible, but it will require collective action across the entire industry. All stakeholders must align and collaborate towards this common goal. Many mid-sized and smaller companies may struggle with this transition on its own, which is where industry partners can offer valuable support. This is also why companies are increasingly focusing on researching and developing new bio-based raw materials in order to expand the availability of these alternatives in the market. However, scaling these innovations to a commercial level remains a challenge as many promising ideas have not yet been fully realised on a large scale,” informed the official.

He also noted that achieving sustainability in tyre production will undoubtedly require significant investment. A key challenge is that sustainable raw materials are currently more expensive than conventional alternatives. Unfortunately, many end consumers are not yet willing to pay a premium for tyres made with sustainable materials.

Market presence

Black Donuts has a presence on all continents. “We have a strong market footprint, serving a wide range of regions. For instance, of the 25 largest tyre manufacturers, 20 have been or are currently our customers. We also have upcoming projects across Europe, Asia, North America, South America and Africa, highlighting our global reach and ongoing expansion,” said Lehtoranta.

He added, “In terms of revenue, our biggest business segment revolves around providing end-to-end solutions for tyre plants including services related to tyre factory setup and operations. This is the largest segment in terms of financial impact. Additionally, tyre and material development is another major part of our business contributing significantly to our overall revenue.”

North America is one of its largest markets, followed by Europe and Asia, though revenue distribution can vary year by year due to the nature of projects.

He also noted that regulations play a crucial role in driving the business. The regulation concerning studded tyres, for instance, which has been important in the European market. Winter tyre regulations, particularly the requirement for the snowflake symbol on tyres, are also significant, especially in Nordic countries.

Additionally, a newer regulation being prepared by the European Commission concerning tyre abrasion, which is becoming a more prominent issue due to sustainability concerns, is also slated to drive business.

Commenting on the same, the executive said, “Tyre abrasion, especially concerning microplastic emissions, has gained attention in Europe as tyres are recognised as a major contributor to microplastic pollution. The industry and authorities are now focusing on reducing this issue by improving tyre wear properties. The goal is to ensure that tyres generate less microplastic per kilometre driven. This is particularly relevant in regions with snowy and icy roads, where tyre performance and durability are critical.”

Furthermore, he highlighted that the difference between snow and ice significantly impacts tyre performance. Ice presents much lower friction than snow, which is why ice poses a more challenging driving condition. Tyres perform worse on ice, resulting in longer stopping distances. In regions with icy roads, like the Nordic countries, manufacturers often use studs to enhance grip on ice, improving safety by reducing braking distances.

Expansion and demand

The executive mentioned that the company is expanding in the Asian and North American markets. “While winter tyres are a big demand in these regions, it's important to note that winter tyre usage varies by region. In China, for example, there is a significant demand for winter tyres, particularly in colder regions, and Japan has a large market for them as well, with regulations encouraging its use. North America, especially in regions with harsh winters, also has a strong market for winter tyres,” said Lehtoranta.

“Despite the slowdown in the European market and concerns about the US market, we still see North America as a strong growth area for us. We haven't noticed any significant slowdown in our business there and the market remains promising. However, we also see great potential in Africa, where we are seeing a lot of investment activity,” he added.

Answering what factors led the company to explore avenues in Africa, he said, “Several factors are driving the growth potential in Africa. Currently, there is little local tyre manufacturing in the region and many countries are looking to establish local industries to boost the economies and create jobs. Additionally, Africa has significant natural resources including natural rubber and oil, which can be used to produce synthetic rubbers and other raw materials needed for tyre manufacturing. Local production would enable companies to add value by refining these raw materials into finished products like tyres, creating a more sustainable and profitable cycle.”

Commenting on future plans, he said, “Our focus will be on the entire tyre lifecycle, from raw materials to production, performance and ultimately, the end of life of the tyres. We are working on developing solutions that handle tyre disposal and recycling with the goal of creating a fully sustainable tyre manufacturing process. This approach would ensure that our products and services are environmentally friendly throughout the entire supply chain.”

Industry challenges

Tyre manufacturing factories often encounter several challenges when setting up greenfield and brownfield projects. One of the primary challenges is managing the project’s schedule and budget, ensuring that the project stays on track and within financial constraints. Another critical aspect is reaching the targeted capacity for the plant, which can be challenging given the complexities of large-scale projects.

Additionally, there are technological hurdles that the company must overcome, especially in terms of innovation and research. Developing new technologies and sustainable solutions for the industry is not an easy task and requires a long-term commitment.

In terms of business challenges, the company is focused on technological innovation and research. Developing cutting-edge technologies and creating sustainable solutions for tyre manufacturing is a key priority. However, this process is often time-consuming and requires significant effort.  This is where Black Donuts’ know-how and cutting-edge solutions come into play. The company is currently focused on pushing the boundaries of what is possible within the tyre industry, particularly regarding sustainability.

Regarding operations in India, the company is in the early stages of its expansion. Although it does not have a physical office in India yet, it has begun operations under the leadership of a technical director. The goal is to develop the business in India and gradually establish a technical centre that will focus on tyre simulation and other technical areas of tyre development.

The Chinese market is another area of focus. While it is not the largest market for the company, it remains an important one, with ongoing projects and customers in China. The company recognises that China is a significant player in the global tyre industry, and it continues to engage with the market, even though it is not the biggest revenue driver.

Additionally, the company is observing a trend where manufacturing is returning from Asia to local markets, a shift that began before the pandemic and has been accelerated by it. This trend is visible in regions like Africa, North America and Europe, where companies are establishing local production to mitigate supply chain issues and reduce reliance on distant markets. This shift represents a significant opportunity for the company to expand its operations and grow its presence in these regions.

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.

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.”

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.

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.