The global tyre industry is undergoing significant change. Geopolitical disruptions, increased sustainability requirements, supply chain shifts and the move to digital manufacturing are transforming an industry once focused on scale and efficiency. Additionally, electric mobility, smart factories and material innovation are redefining competition.

In this context, the Global Tyre & Rubber Conference (GTRC) 2026, organised by Tyre Trends and scheduled for 17–18 June in Chennai, is especially timely. More than a typical industry gathering, the conference serves as a strategic forum for business leaders, machinery suppliers, material scientists and technology specialists to shape the future of tyre manufacturing.

The timing is significant.

India’s tyre sector is rapidly evolving, driven by domestic demand, export growth and investment in advanced manufacturing. Chennai, a key hub for automotive and tyre production, is a fitting location for a conference focused on industrial transformation.

The conference will begin with an inaugural session that sets the context for these industry changes.

The opening address will be delivered by Mike Norman, Chief Commercial Officer of VMI, a leading supplier of technology for the manufacture of superior radial passenger vehicle, light truck, all-steel truck and bus tyres. As a leader in tyre manufacturing technology, Norman offers valuable insight into global manufacturing trends, highlighting the increasing importance of advanced machinery and digital systems for competitiveness.

A strategic dimension will be added by Arun Mammen, Chairman of the Automotive Tyre Manufacturers’ Association (ATMA) and Vice Chairman and Managing Director of MRF, who will deliver the key address. Few voices are better placed to contextualise the present state of the Indian tyre industry. As manufacturers navigate shifting regulatory environments, sustainability expectations and global competitive pressures, Mammen’s perspective is expected to extend beyond immediate market conditions towards the structural evolution of the sector itself.

The ceremonial lighting of the lamp will formally inaugurate proceedings, but the conference’s real momentum begins with its first major business session.

The opening business session features a CXO panel of senior executives whose organisations have significant influence in manufacturing, technology and sustainability.

Moderated by Latha Chembrakalam, CEO of AutoAscend, the panel includes Anil Gupta (COO, Yokohama Off-Highway Tires), Arun Mammen, Mike Normann and Ian Wilson (Managing Director and Co-CEO, HF Group). This session is structured to address the key commercial challenges facing the industry, rather than serving as a routine executive discussion.

The panel will discuss how manufacturers are adjusting investments, localisation strategies and technology adoption in response to global changes. The focus is shifting from efficiency alone to building industrial resilience for future disruptions.

Sanjay Chatterjee, Director General of ATMA India, will complement this discussion with a presentation on industry growth, policy and institutional perspectives. His insights will be valuable for delegates interested in the regulatory and economic factors influencing future investments in India’s tyre sector.

If the opening sessions focus on commercial realities, the conference’s technical programme turns decisively towards manufacturing transformation.

Session II, chaired by V K Misra, Technical Director of JK Tyre, examines manufacturing excellence through the lens of process engineering and industrial innovation. The session begins with the presentation of Dr Gerard Nijman, Expert Sales Manager Tyre & Rubber, Krauss Maffei, who will present a paper titled ‘50 Years of Tyre Component Extrusion: Did the Piggyback Multiplex Head Reach its End of Life?’ The presentation will revisit the introduction of the piggyback co-extrusion concept nearly 50 years ago, which improved process capability, addressed OEM requirements and reduced scrap generation.

The technology enabled the co-extrusion of tyre components using up to seven rubber compounds and is now used in more than 95 percent of tread and sidewall production. Dr Nijman will also discuss the limitations of current multiplex heads and provide a preview of a new co-extrusion concept for tyre compounds.

Nicola Fedele Rodolfo, Managing Director and Board Member, Rodolfo Comerio, will speak on ‘Calendering – The Heart Beat of Tyre Production’. The presentation will trace Rodolfo Comerio’s role in calendaring technology for the global tyre and rubber industry, combining market perspectives, technical innovation, company heritage and future developments. The presentation concludes by underscoring the company’s 148-year legacy in the industry, from operating the first calender for Pirelli to supporting the next generation of tyre production technologies.

Karsten Jung, Director – Sales, Rubber Machinery Division, TROESTER GmbH & Co. KG, and Saravana Kumar S, Managing Director and Member, TROESTER India Pvt Ltd, will speak on ‘Robotics and Automation’. Jung will present the latest developments in automation and robotics solutions for the tyre industry while also addressing the impact of electric vehicle requirements on compound development. Drawing on testing conducted at TROESTER’s in-house laboratory, the presentation will highlight a newly adapted screw design developed to improve the processing of new EV compounds. Saravana Kumar will outline how regional service integration supports sustainable extrusion operations. Saravana Kumar’s presentation will focus on TROESTER India’s presence in Chennai and its customer support capabilities across engineering, technical service, spare parts and after-sales support, aimed at enabling faster response times and improved operational efficiency.

This progression towards advanced manufacturing continues in the third session which is on Advancements in Tyre Manufacturing.

Dr Róbert Hula, Sales & Marketing Manager, Vipo a.s., will present his paper titled ‘Bead and Apex Solutions for Advanced Tire Manufacturing’. The presentation will explore how changing tyre production requirements, including smaller batch sizes, frequent product changes and larger rim sizes, are increasing demand for more flexible manufacturing systems.

The presentation will highlight VIPO technologies such as the LIHEXAL 8 bead winding machine and advanced apexing systems, featuring real-time monitoring, AI-supported controls, MES integration and automated material handling. It will also introduce concepts such as sensor-ready bead production and digital optimisation of manufacturing lines, focusing on the role of bead and apex technologies in advanced tyre production.

Bob Irwin, Vice President Sales & Marketing, Steelastic, will give a paper presentation titled ‘Integrating Extrusion Technology with Conventional Calendering to Elevate Tire Manufacturing Efficiency’. The paper will explore the integration of Steelastic’s advanced extrusion-based systems with conventional calendering and cutting methods in tyre reinforcement manufacturing, with a particular focus on the APAC market.

The presentation will examine how combining these technologies can enhance production efficiency, flexibility, sustainability and quality across tyre manufacturing operations.

Session IV, chaired by C Harimohan of Yokohama Off Highway Tire, is Going Green and Sustainable. Colin Clarke, Director Technical Sales, Schill+Seilacher “Struktol” GmbH, will present a paper titled ‘From Evolution to Revolution – Functional Additive Chemistry Adapted to Extreme Processing Challenges’. The presentation will examine how process additives have evolved from general processing aids into targeted solutions addressing challenges such as silica dispersion, tack, green strength, mill release and compound-to-metal adhesion. Focusing on extreme silica-filled and resin-rich tyre compounds, the presentation will introduce a new functional additive technology designed to optimise mixer and mill release while maintaining silica dispersion, improved flow behaviour, enhanced green strength and tyre performance properties.

In his presentation titled ‘Innovative Silane Grafted Liquid Rubber for Tire Compounds’, Ralph Böhm, Senior Manager, Kuraray, will share his thoughts on the role of liquid rubbers, composed of isoprene, butadiene and styrene, in improving tyre processing and performance. The paper will highlight the latest study on functionalised liquid rubbers and their advantages in natural rubber and silica formulations, focusing on processability, balancing rolling resistance, abrasion and grip and supporting formulations for next-generation TBR and EV tyres with sustainability considerations.

In his presentation titled ‘Excellent Cord Adhesion Without Cobalt and Resorcinol – A Truly Sustainable Solution’, Dr Roberto Blanco Trillo, Global Business Development Manager, Allnex, will talk about emerging alternatives to conventional adhesion promoter systems used in tyre compounds. Dr Trillo will also talk on the challenges of eliminating resorcinol and cobalt salts from tyre formulations while maintaining vulcanisation speed, mechanical properties, cord adhesion and ageing performance. The presentation will highlight the development of resorcinol-free Novolak resins and a newly functionalised Novolak technology designed to deliver strong cord adhesion and ageing performance without the use of cobalt or resorcinol while also addressing environmental, toxicological and sustainability concerns.

As GTRC is known for providing networking opportunities, a Gala and entertainment night has been organised on the first day on the conference.

Day Two opens with one of the conference’s most contemporary themes.

Session V, explores emerging technologies and artificial intelligence within tyre manufacturing. The timing could hardly be more relevant.

Artificial intelligence (AI) has progressed rapidly from experimental concept to industrial application. Predictive maintenance, intelligent inspection systems and data-driven production management are already altering factory operations across multiple industries.

Marcel Berkers, Vice President Global Sales Tire & Rubber at VMI, is expected to share his thoughts on how these technological shifts are redefining manufacturing systems. Yet the most anticipated discussion may come from Peter Haan, Head of Global VM Tire at Siemens AG, whose presentation addresses the simple utilisation of AI in tyre manufacturing.

Hann will explore the practical adoption of artificial intelligence in tyre manufacturing through his presentation titled ‘Simple Utilisation of AI in Tyre Manufacturing’. The presentation will focus on how AI can be implemented and utilised more easily in industrial environments, particularly at a time when many AI projects struggle to achieve their intended outcomes. Highlighting the shortage of AI-skilled expertise within the industry, Haan will also discuss the importance of enabling

NEW VENUE FOR A BIGGER GTRC

The decision to host GTRC 2026 at the Chennai Trade Centre (CTC) reflects the conference’s growing scale and industry relevance. Following strong participation in the last two editions, organisers faced space constraints as GTRC evolved beyond a conventional conference into a major knowledge-sharing and networking platform for the global tyre and rubber industry.

Located in Nandambakkam and managed by the Tamil Nadu Trade Promotion Organisation (TNTPO), the Chennai Trade Centre offers modern convention and exhibition infrastructure with excellent connectivity to the airport and city transport networks. Its large, flexible facilities are designed to host international trade fairs and business events.

“The move to CTC also responds to industry demand. Many participating companies increasingly view GTRC not only as a forum for technical discussions but also as a platform to showcase innovations and technologies through exhibition booths. The venue’s integrated conference and exhibition facilities make it an ideal setting for GTRC’s next stage of growth,” said Antony Powath, President, Pin 365.

AI adoption by non-specialists. The presentation will also touch upon how AI can accelerate process optimisation in emerging areas such as electrical curing and tyre recycling.

The conference subsequently turns towards quality assurance through Session VI, chaired by UnniKrishnan P K, Global Head – R&D, Tyre Testing at Apollo Tyres.

Testing technologies increasingly determine both production quality and operational efficiency. As artificial intelligence gains traction across tyre manufacturing, autonomous inspection systems are emerging as a key area of innovation. At GTRC 2026, Dr Shaun M Immel of Micropoise will present the latest developments in autonomous tyre defect detection through X-ray image analysis. The paper will focus on advances in Autonomous Defect Recognition (ADR), highlighting a new software solution designed to streamline tyre X-ray inspection. Unlike conventional systems that rely on expensive master tyres and lengthy calibration procedures to achieve millimetre-level screening accuracy, the new approach eliminates these requirements. According to Micropoise, the technology significantly reduces the time and effort involved in creating and managing inspection recipes, cutting preparation times from hours to minutes. By integrating AI and Deep Learning (DL) techniques, the system enables more accurate autonomous tyre inspection and defect classification.

Lubos Hodal, Head of Sales Department at Micro-Epsilon, will present the company’s latest developments in tyre inspection systems. Hodal’s presentation will highlight offline profiling with compound measurement, online profiling with auto-correlation functionality, tyre letter inspection and tyre mould inspection technologies aimed at improving manufacturing accuracy and defect detection. Hodal will also underline Micro-Epsilon’s ‘Made in India’ approach, reflecting the growing role of localised manufacturing in supporting the tyre industry.

Michael Müller, Senior Sales and Key Account Manager at ZF, will present a technical paper titled ‘Tyre High Speed Uniformity Measurement – Interpretation Regarding Quality & Vehicle Comfort in R&D and Virtual Tyre Development’.

As tyre manufacturers increasingly rely on virtual development and advanced modelling techniques, accurate high-speed uniformity (HSU) measurement has become central to evaluating tyre performance, ride comfort and quality.

Müller’s presentation will examine the state of the art in HSU measurement and analysis, addressing how key tyre characteristics are incorporated into tyre modelling and comparing measurement approaches using speed ramps and constant speeds. The session will also explore the different machine types used for HSU measurement, including the influence of machine natural frequencies on measurement outcomes.

Further discussion will focus on typical HSU evaluations, the impact of varying road wheel surfaces and the available concepts for testing across different surfaces. The presentation will additionally highlight the tyre model parameters derived from HSU measurements and review both recent technological advances and ongoing developments shaping the future of high-speed tyre testing.

The session is expected to offer valuable insight into the evolving role of HSU measurement in tyre R&D, quality assurance and virtual tyre development.

With sustainability moving to the forefront of tyre manufacturing, curing technologies are under increasing scrutiny. Anil Nair, Director of Curing Press Sales for HF Group in India, will present ‘HF eCuring – The Next Level of Electrical Tyre Curing, in the final technical session. In his presentation, Nair will highlight how HF Group’s electrical curing technology could significantly reduce the curing room’s carbon footprint while delivering operational gains such as higher throughput, improved tyre quality, enhanced safety and lower maintenance costs. The presentation will also highlight the role of online condition monitoring and predictive maintenance in supporting long-term efficiency.

As the tyre industry accelerates its shift towards circularity, end-of-life tyre traceability is becoming increasingly important. Arthur Wagner, CEO, REGOM, will discuss how data-driven traceability solutions can improve transparency and efficiency across the recycling value chain. The presentation will tell how structured data and material flow tracking can support compliance, improve decision-making and enhance the quality of recovered materials, helping build a more circular tyre ecosystem.

Sustainable material innovation will also feature prominently at GTRC 2026, with Black Donuts presenting a novel approach to replacing fossil-based tyre components. Aki Nurminen from Black Donut will throw light on a new premix material combining natural rubber and microfibrillated cellulose (MFC), a plant-derived reinforcement material. Designed to overcome compatibility challenges in tyre manufacturing, the technology promises improved usability while reducing reliance on carbon black and other fossil-based inputs.

The conference closes with a panel discussion that may ultimately prove its most candid conversation.

Moderated by Srikanth Chakravarthy, Managing Director of Eonix, the discussion on crisis, sustainability and the green transition brings together Nikhil Puri of Yokohama and procurement leaders from other tyre companies. Their conversation is expected to confront the difficult questions underpinning contemporary industry strategy: how manufacturers balance sustainability with cost realities, navigate geopolitical disruptions and maintain competitiveness amid rapidly changing technological and environmental expectations.

For the tyre industry, GTRC 2026 arrives not simply as another conference but as a reflection of an industry in transition. Chennai may provide the venue, but the themes under discussion – automation, circularity, artificial intelligence and manufacturing resilience – are unmistakably global.

WHAT INDUSTRY LEADERS SAY ABOUT GTRC PAST EDITIONS

“Over and above it, GTRC is a great networking opportunity.”

Satish Sharma, Senior President & Director – Business Development & Strategy, Balkrishna Industries Ltd (BKT)

“I loved the conference a lot, and I thank you, Antony, and the team. Looking forward to attending more conferences.”

Pravin Joshi, Vice President at Yokohama Off-Highway Tyre

“First, we are very happy to be here; it’s always good to be with our friends and customers for a couple of days. It gives us the opportunity to discuss in a very nice atmosphere. I also think the presentations are very good and high level. It helps us connect with our customers and understand their needs better so we can help them and support them even better. This year (2024) , a record number of people have come here, so all in all, it is very good.”

Harm Voortman, VMI Group

“I think it is a very interesting event to get to meet major role players from the Indian tyre industry in one room where they can see all the new developments and trends within the industry – having this conference once every two years is great, as developments take time.”

Warren Rudman, HF

“I like the interaction. The setup, speakers and high-quality audience are all good combinations.”

Erik Lapre, VMI

“On behalf of our company (Vipo), I would like to thank you for organising GTRC and for bringing some great people and topics related to the tyre industry. It is a unique place for networking. I recommend GTRC to everyone in the industry.”

Andrej Bencel, PhD, Vipo A.S.

“I would like to thank the team for hosting GTRC and bringing all the industry leaders together on a common platform. It is a great knowledge-sharing platform as well as a productive one. The topics covered on sustainability and AI are great and very useful. To be frank, it is the need of the hour.”

Vashni R, SRF Limited

“I thought it would be like any other conference, but it was beyond that, and I learned many things from GTRC. Not only the content but also the hospitality was very good. It was just perfect.”

Sahana, Assistant Manager R&D, Yokohama

CEAT’s Chennai and Halol plants are the only tyre facilities globally with two WEF Global Lighthouse Network inductions, and the company has also won the Deming Grand Prize for manufacturing excellence.

Yet 30 km from Mumbai, CEAT Specialty’s 49-acre Ambernath plant tells a different story: tyres too heavy for automation, built instead around nitrogen curing, induction presses and orders as small as one unit – a bet that sustainability will win markets in Europe and America.

The stakes: an INR 5 billion investment in all-steel radial technology, capacity expansion to 160 tonnes/day and a Camso manufacturing deal Tolani pegs at up to USD 1 billion – turning a manufacturing constraint into a competitive edge.

Amit Tolani, Chief Executive of CEAT Specialty, does not talk about tyres the way most executives talk about their products. He talks about them the way an engineer talks about a puzzle that keeps changing shape. “The way to look at it is that the manufacturing processes that we follow – how modern they are, how capable they are, how technically efficient – that’s what matters,” he says, sitting inside the plant that has become the nerve centre of CEAT’s off-highway tyre (OHT) business.

That plant – the Ambernath facility, a division of Mumbai-headquartered RPG Group’s CEAT Limited – is not a conventional tyre factory. It builds tyres that can weigh up to over 600 kilogrammes, tyres too large and too heavy for the automation that has transformed the passenger-car tyre business. And it is this constraint, as much as any strategic masterplan, that has shaped how CEAT Specialty has chosen to compete.

A PLANT THAT CANNOT SIMPLY COPY THE ROBOTS

Ask Tolani why Ambernath has not adopted the wall-to-wall robotic automation seen at CEAT’s Chennai or Halol facility, and the answer is refreshingly unglamorous: physics. “PCR tyres can be lifted by an ordinary human being, or a forklift, or robots,” he explains. “For these tyres, which are 600–700 kg, it’s very difficult to have a conveyor that can just lift them.” In the processes that do lend themselves to automation – mixing, calendering, curing – Ambernath’s equipment, he insists, is ‘as modern as the Chennai plant. More modern’. The plant intends to formalise that claim in the coming months by pursuing Industry 4.0 certification.

Where the physical limits of scale end, digital ones have taken over. A SCADA system tracks steam lines running beneath the plant floor. Where a leak once required a worker to walk the line, take manual temperature readings and diagnose the fault, artificial intelligence now flags the location almost instantly. “The point time taken to identify the problem is close to zero,” Tolani says. Every tyre carries a digital identity from raw material to finished good; a single scan reveals the batch, the machine, the operator and the timestamp behind it. AI is also being trained on the plant’s visual tyre inspection – traditionally a human, eyeball-driven task – using high-resolution cameras to catch defects, and on optimising mixing recipes and cycle times, the invisible chemistry that determines how a tyre performs in a paddy field or a quarry.

CURING WITHOUT STEAM

The most technically striking claim to emerge from Ambernath concerns curing – the energy-intensive process of vulcanising rubber under heat and pressure that has, for a century, meant steam. “This plant has already started using nitrogen curing on one of the lines,” Tolani says. Alongside it sit two proof-of-concept induction curing presses – a steam-free process, while the nitrogen conversion has come via LMT. “There are two presses that are already commissioned here,” he says. “We’ve already started working in that direction, where we want to take a lead in this space.”

The bulk of the plant’s newest investment, however, is going into something more conventional in principle but strategically significant in intent: all-steel radial off-the-road tyres. CEAT Specialty has committed INR 5 billion to this latest phase of expansion, representing a decisive shift in product architecture. Where a car’s tyres are universally radial, only 60–70 percent of truck tyres have made that transition, and agricultural and OTR applications lag further still – agriculture because usage is seasonal, OTR because a fabric-belted bias tyre still does much of the heavy lifting. All-steel radial construction changes that calculus by delivering higher load-carrying capacity and greater comfort, attributes increasingly demanded not only by Indian buyers but, crucially, by European and American customers. “It’s for demand from the European market, the US market – and the Indian market is also growing in such a handsome fashion that we want to cater to it,” Tolani says.

LEAN BY DESIGN, NOT BY SLOGAN

CEAT’s manufacturing philosophy is inseparable from its most prized accolade: in 2017, CEAT became the first tyre company outside Japan to win the Deming Prize, the world’s most prestigious award for total quality management; in 2023, it became the first tyre company anywhere to win the Deming Grand Prize, a distinction held by only 33 organisations globally as of 2025. Inside CEAT, this discipline is branded QBM – Quality Based Management – a homegrown fusion of Total Quality Management, the Toyota Production System and Total Productive Maintenance.

“We are a Deming Grand organisation. That means we follow the philosophy of lean manufacturing – not to use resources or have any wastage in the process,” Tolani says. That philosophy is embedded, quite literally, in the plant’s straight-flow layout, which runs from raw material storage through mixing, stock preparation, tyre building, curing and final finish in a single unbroken line. Even small batch sizes, he says, are produced without the wastage, excess labour or lost efficiency – what the plant’s internal vocabulary calls ‘Muri’ – that might otherwise creep in.

That same lean instinct underpins one of Ambernath’s more unusual competitive claims: a minimum order quantity of one. In an industry historically built around economies of scale, the plant will build a single speciality tyre to a customer’s specification without demanding batch aggregation – a capability the company says few OHT plants worldwide can match. Self-managed teams on the shop floor plan and execute changeovers themselves, allowing a highly automated, digitally traceable line to pivot rapidly to low-volume, customised orders. A related innovation, branded Unistage, builds and shapes an agricultural or OTR radial carcass into its final toroidal form on a single drum rather than the conventional two-stage process, reducing the handovers.

AN R&D CENTRE BUILT FOR SPEED, NOT SCALE

CEAT Specialty operates a dedicated in-house research and development facility at Ambernath, distinct from the group’s broader R&D infrastructure, and Tolani is candid about why. Tolani says, “This business is very, very different. There is no Pareto here – no 80/20 rule where a handful of product sizes serve the bulk of demand. Because farm and off-highway equipment come in such a long tail of sizes and configurations, and because the plant supplies numerous international OEMs directly, the time taken to develop, validate and commercialise a new tyre has to be compressed.”

“We needed a dedicated facility, closer to the manufacturing, so that we can quickly pilot, quickly turn around,” he adds. A new Compound Laboratory, opened in September 2025, now anchors materials science work spanning OTR, agricultural and industrial segments, while AI-assisted testing has trimmed, by Tolani’s estimate, roughly a third off the time from concept to market. The centre’s pipeline currently spans all-steel OTR tyres, a newly launched forestry range, very high flexion (VF) agricultural tyres and expanding work in earthmoving and material handling.

CAMSO ACQUIRED FOR BRAND, CHANNEL AND CATEGORY

CEAT Specialty’s move into Camso – a name Tolani values at up to USD 1 billion in brand potential across agricultural tracks, power sport tracks and material handling – may be its most consequential strategic bet. “It was a natural fit for us in terms of completing our portfolio,” he says. Ambernath, built in 2018 solely for agricultural radial tyres, gains through Camso’s new OEM ties (Massey Ferguson, John Deere) and construction-channel access across South America and Europe.

Under a three-year Michelin agreement, CEAT can currently manufacture and sell only compact construction tyres and tracks under Camso, taking over end-consumer sales in that segment – with other categories opening up once the term ends. The impact is already visible: standalone, CEAT Specialty’s off-highway mix is 85:15 agriculture to non-agriculture; with Camso’s, it shifts toward 50:50.

THE NUMBERS BEHIND THE AMBITION

Ambernath is running at 105 tonnes a day, at 92–95 percent utilisation – ahead of schedule. A further phase, due within 45 to 60 days, will lift capacity to 160 tonnes. Camso, still integrating, runs at roughly 50 percent.

Off-highway tyres make up close to 20 percent of CEAT’s speciality revenue, with the agriculture-to-non-agriculture split narrowing from 85:15 to near 50:50 once Camso is included. Domestically, Tolani credits GST reforms for a strong OEM market, led by Mahindra and TAFE, while mining stays flat – a segment Camso’s construction heritage should help lift as the new all-steel OTR line comes online.

When the World Economic Forum inducted CEAT’s Chennai facility into its Global Lighthouse Network in January 2025, it made the Indian tyre-maker the first tyre brand in the world to hold two such honours – Chennai following in the footsteps of the company’s Halol plant. Add to that CEAT’s Deming Grand Prize, awarded by the Union of Japanese Scientists and Engineers for sustained excellence in Total Quality Management, and the company finds itself in rarefied company: one of only a handful of manufacturers worldwide, and the only tyre brand to hold both distinctions.

Behind these accolades sits a quieter, harder story – one of culture change, shop-floor scepticism and years of disciplined, incremental investment in artificial intelligence, the Industrial Internet of Things and automation. In an interview with Tyre Trends, Jayasankar Kuruppal, Senior Vice President, Manufacturing at CEAT, spoke on what these recognitions actually mean on the factory floor, and where the company believes manufacturing is headed next.

AWARDS AS A BY-PRODUCT, NOT THE GOAL

CEAT’s Chennai plant has posted striking numbers since its digital transformation began: a 54 percent improvement in dispatch turnaround, a 25 percent uplift in labour productivity, an 18 percent reduction in cycle times, a 31 percent improvement in operating cost and a 47 percent cut in Scope 1 and 2 emissions. Yet Kuruppal is quick to reframe the narrative around these achievements.

“The awards are lagging indicators, not the goal. What actually matters is what they force us to build: a common language for problem-solving across every plant, real-time visibility into quality and efficiencies and a workforce that trusts data over gut-feel,” Kuruppal said.

“That discipline shows up directly in the numbers – tighter process capability, better efficiencies and faster changeovers leading to shorter lead times. There is a commercial dividend too: global OEMs increasingly audit manufacturing maturity, and being part of the WEF Global Lighthouse Network gives us instant credibility in those conversations,” he added.

WHAT’S REALLY DRIVING THE INVESTMENT

CEAT has been pouring capital into AI, IIoT and automation across its plants. Is this cost pressure, premiumisation or a simple need to stay globally competitive? Kuruppal’s answer suggests it is all three, each playing a distinct role.

Kuruppal explained, “Quality, cost and efficiency is what gets the funding approved. Premiumisation is what’s shaping which lines we automate or upgrade first – you cannot hold the tolerances a premium radial demands with manual, operator-dependent processes.” According to him, global competitiveness, meanwhile, sets the ambition. “We’re not benchmarking ourselves against the best tyre plant in India anymore – we’re benchmarking against the best factories in any industry,” he added.

Asked to rank the three forces, he summarised neatly: competitiveness sets the ambition, premiumisation sets the sequencing and cost discipline keeps the whole effort honest.

REPLICATING HALOL AT CHENNAI: CULTURE OVER CODE

Chennai’s transformation built directly on lessons learned at Halol, the world’s first tyre facility inducted into the Lighthouse Network. And when asked what proved hardest to replicate, the technology, the culture or getting the underlying processes right, Kuruppal said, “Technology was actually the easiest part to copy. A use case that works at Halol can be re-deployed at Chennai in weeks.”

But the real difficulty, as per Kuruppal, was culture, people and change management. At Halol, habits such as daily data reviews, operator ownership of quality metrics and a managerial focus on coaching rather than firefighting were built steadily over several years. Chennai, by contrast, has had to replicate that trajectory on a compressed timeline, with a workforce encountering these practices for the first time.

“We had to resist the temptation to just parachute in dashboards and call it digital. We spent real time getting the underlying process standardisation right first, because AI on top of an unstable process just gives you a faster route to the wrong answer,” Kuruppal said.

Jayasankar Kuruppal, Senior Vice President, Manufacturing, CEAT

WHERE THE RETURNS SHOW UP – AND WHERE THEY HAVEN’T YET

The productivity and dispatch gains at Chennai, he explained, hit the balance sheet in different ways. The productivity improvement lowers conversion cost per tyre and improves absorption of fixed costs as volumes grow. The dispatch improvement is more of a customer-experience story: less finished-goods inventory sitting idle, and OEMs and dealers receiving faster, more predictable delivery windows – ‘which matters a lot when you’re chasing premium and export business’.

Not every initiative has paid off yet, however. Kuruppal was candid about the areas still short of return, singling out ‘some of the more exploratory AI use cases – like computer-vision pilots – which need more data cycles before the accuracy justifies scaling them further’.

QUALITY, MAINTENANCE, OUTPUT: AI TOUCHES ALL THREE

Rather than picking a single area where artificial intelligence delivers most value, Kuruppal argued that its power lies in the way it now touches quality, maintenance and output simultaneously – and that these reinforce one another. “Better quality data feeds better predictive-maintenance models, which reduces unplanned downtime, which directly lifts output,” he said. The most immediate impact shows up in more consistent product quality, higher yields and earlier detection of equipment issues. He pushed back, though, on the idea that AI at CEAT is a single flagship project: “On our floor, it’s dozens of narrow, specific use cases, each solving one operator’s or one supervisor’s actual problem.”

JUSTIFYING THE SPEND IN A MARGIN-TIGHT BUSINESS

Tyre manufacturing is not a business with room for indulgent technology spending, and Kuruppal was clear that CEAT does not fund innovation for its own sake. “Every use case has to show a clear line to quality, efficiency, cost or capacity enhancement before it gets budget,” he said. The company deliberately starts small – piloting on a single line, proving value with real production data, and scaling only what works – a discipline that means ‘the savings from scaled use cases fund the next round of pilots’. He offered a broader rationale too: in a commodity-adjacent business where raw material costs sit largely outside a manufacturer’s control, manufacturing capability itself becomes the differentiator. “If we can’t always control input costs, we can control how efficiently and consistently we convert them into tyres,” he added.

CHENNAI PLANT WIDENS ITS PREMIUM PUSH

CEAT on Oct. 1 announced an expansion of manufacturing capabilities at its Chennai plant across passenger car and SUV, commercial vehicle and two-wheeler tyres. The company said the move targets premium customers in India, Europe and North America.

What’s new

Cars and SUVs: The plant now makes the SportDrive SUV ZR22. CEAT said this makes it the first Indian tyre company to manufacture 22-inch tyres in India. It also makes the 4SeasonDrive+ all-season tyre and the CrossDrive RT rugged-terrain tyre, built for the U.S. market.

Trucks and buses: The plant can now produce seven advanced truck and bus radial sizes, including wide-base tyres that can replace dual-tyre setups, and low-profile sizes. CEAT is also scaling light truck steel radials in 15-, 16- and 17.5-inch sizes.

Two-wheelers: The SportRad Racing Slick range targets track use, and SportRad ST is a sport-touring range for motorcycles above 650cc.

“This investment strengthens our ability to compete in premium segments with products developed and manufactured in India,” CEAT managing director and CEO Arnab Banerjee said.

The 163-acre plant in Sriperumbudur, Kanchipuram, runs on connected machinery and real-time analytics. It also has a 9 MW rooftop solar installation and operates as a zero-liquid-discharge facility.

FROM PILOT TO SCALE: AN OPERATING-MODEL PROBLEM

With a large share of CEAT’s lines now running as ‘smart lines’, when asked what changes when a company moves from isolated pilots to scaling technology across multiple plants, the CEAT executive explained, “The problem changes completely. A pilot is a technology and data-science problem – get the model working, prove the use case. Scaling is an operating-model problem – standard work, training, change management, IT infrastructure that can handle load across sites and governance so every plant isn’t reinventing its own version of the same solution.”

CEAT has built what he calls a central playbook – reusable architecture, common data standards and the ability to roll a proven use case out to a new plant in weeks rather than months. “Just as importantly, ownership shifts: at pilot stage, a project team owns the initiative; at scale, it must become the plant’s own way of working, run by operations rather than a digital team sitting alongside it,” he added.

BRINGING 80 PERCENT OF THE WORKFORCE ALONG

CEAT reports that more than 80 percent of its workforce is now digitally enabled – a transformation Kuruppal admits did not come without resistance. “Yes, and I’d be understating it if I said otherwise,” he said. Crucially, he insists the resistance was never really about technology itself but about ease of operation. What worked, he explained, was making tools visibly useful to the person using them first – an operator seeing a dashboard that helps them hit their own target before it ever becomes a management reporting tool. CEAT invested heavily in shop-floor-specific training rather than generic digital-literacy courses and made a point of promoting from within, demonstrating that digital skills opened up better roles rather than closing off old ones. The company has also created new shop-floor roles beyond data scientists and engineers – ‘Business Translators’ and ‘Champions’ who act as torchbearers driving scaled implementation and wider blue-collar involvement.

CONSISTENCY, NOT JUST DEFECT COUNTS

Asked whether tighter process control has genuinely reduced defects, Kuruppal reframed the question around consistency. “Tighter process control means less batch-to-batch variation, which matters enormously in tyre manufacturing because so much of performance and durability comes down to material consistency through mixing, extrusion and curing,” he said. Real-time monitoring now catches drift early, rather than at final inspection – both a quality win and a material-efficiency win, in the form of less scrap and rework. The habit that has changed most, he said, is that quality data now drives daily decisions on the shop floor, rather than featuring only in a monthly review.

MANUFACTURING FOR A PREMIUM, ELECTRIC FUTURE

CEAT’s push into premium tyres calls for a step-change in manufacturing discipline. “Premium tyres are far less forgiving of variation, so the shift starts with tightening process capability across every stage – not just final inspection. That means more precise equipment, better process capability and closed-loop control,” said Kuruppal. In this context, flexibility takes on a different meaning: a wider SKU mix, smaller batch sizes and faster changeovers are pushing the company towards more modular manufacturing, alongside a workforce increasingly weighted towards process engineering expertise.

Electric vehicles introduce an additional layer of complexity. EV tyres must carry greater weight, handle instant torque and operate more quietly, tightening specifications around structural strength, noise and rolling resistance beyond those of conventional tyres. On the shop floor, that translates into new compound formulations requiring precise mixing, reinforced construction demanding tighter control of building machines and significantly lower tolerance for micro-variation.

CEAT’s existing leadership in the e-two-wheeler tyre segment, Kuruppal noted, is already feeding lessons – particularly on noise and efficiency – into how the company prepares lines for growing e-four-wheeler volumes in India.

SUSTAINABILITY AND RESILIENCE, BUILT IN

Sustainability, once a separate reporting exercise, is now ‘a line item in almost every manufacturing decision’, with energy and emissions sitting alongside cost and quality when evaluating new processes or equipment – Chennai’s 47 percent emissions reduction being the clearest proof point. Resilience, too, has become as much a data problem as a sourcing one. “Real-time visibility into inventory, machine health and production schedules means we can see a disruption coming and reschedule around it rather than reacting after a line has already stopped,” Kuruppal said, pointing also to greater flexibility in shifting product mix between lines and earlier warning signals from digitised supplier and logistics data.

SPEED AS A COMPETITIVE WEAPON

Manufacturing speed and flexibility, Kuruppal argues, have become one of CEAT’s most important competitive dimensions, as OEMs compress their own development cycles and expect tyre partners to match their pace – faster prototyping, faster line trials, faster ramp-up to volume. Chennai’s faster dispatch turnaround is part of the same story. “It’s not just about making tyres faster; it’s about the whole chain from order to delivery being more predictable and quicker,” he said.

GROUND STILL TO COVER

For all its Lighthouse credentials, Kuruppal was refreshingly honest about the distance still to travel. “Being part of that network is genuinely humbling. You see factories in electronics and consumer goods running end-to-end AI-driven planning and quality systems at a level of maturity we’re still building towards – particularly in advanced analytics for demand-and-production planning and in scaling generative-AI use cases beyond pilots,” he said. CEAT’s strength, he believes, lies in shop-floor execution and quality; the next frontier is connecting that data seamlessly across the full value chain, from raw-material sourcing to the end customer.

MANUFACTURING AS A GROWTH DRIVER

Perhaps the most striking shift Kuruppal describes is a change in how manufacturing itself is perceived within the business. “Traditionally, manufacturing was viewed in this industry as a cost centre that executes what sales and product teams decide,” he said.

“Today, our manufacturing capability is directly opening up premium and export opportunities, because global customers evaluate factory maturity as part of their sourcing decision. It works in the other direction too, shaping which premium and EV products the company can confidently commit to launching. Manufacturing has moved from being an execution function to being a genuine input into growth strategy,” he added.

WHAT COMES NEXT

Looking ahead, Kuruppal frames the next horizon as connecting what CEAT has built plant-by-plant into a single, integrated digital thread – spanning raw-material and demand planning, production and distribution – so decisions are optimised end-to-end rather than site-by-site. Generative AI, he said, is increasingly being explored for process and equipment troubleshooting and knowledge capture, making the expertise of CEAT’s best engineers accessible across every plant. Sustainability, meanwhile, will be designed into new lines from the outset rather than retrofitted. “The common thread is moving from isolated smart use cases to a genuinely integrated smart manufacturing system,” he explained.

THE ONE NUMBER THAT MATTERS

Answering the question on if he could track just one metric across every CEAT plant, what would it be, he admitted, “If I’m honest, no single number tells the whole story, but if forced to pick one, it would be Overall Equipment Effectiveness – OEE.”

“As a composite of availability, performance and quality, a healthy and rising OEE generally signals that machines are running, running at the right speed and producing good tyres – which is really the definition of a plant working as it should,” he said. It has its limits – OEE alone won’t reveal a lapse in safety culture or the pace of digital adoption – which is why, in the end, Kuruppal names two figures he watches above all: OEE and safety indicators.

Tana Oy has appointed Panu Ärölä as its new Territory Business Manager, a role he will assume on 2 November. In this capacity, he will focus on strengthening customer and distributor relationships across designated markets while contributing to the company’s ongoing expansion within the waste management and recycling sector.

Ärölä returns to Tana after previously serving as Sales Manager, where he developed expertise in distributor network growth. His background includes extensive international experience in sales, marketing, business development and strategic leadership. Most recently, he held the position of Head of Sales and Marketing at Jet-Tekno Oy, overseeing customer relationship development and business growth initiatives.

Gerd Schreier, VP – Sales, Marketing & Channel Development, said, “We are delighted to welcome Panu back to Tana. His industry knowledge, customer focus and experience in international sales make him a valuable addition to our team. We look forward to working with him as we continue to develop our business and create value for our customers and partners.”

Stephan Sielaff took over as chief executive of the Schill+Seilacher Group on 1^st October , as the chemicals group seeks to strengthen links between its businesses and focus more closely on customer needs.

Sielaff brings about 30 years of experience in developing international businesses and organisations. His previous roles include positions at Unilever, Symrise, Archroma, Lenzing AG and SSI SCHÄFER Plastics.

His priorities at Schill+Seilacher include getting closer to customers, encouraging greater knowledge-sharing across the group and making better use of capabilities across its businesses and locations.

“A good product alone is no longer enough. What matters is the value we create for our customers,” says Stephan Sielaff.

The group said it would seek to share knowledge, pursue opportunities jointly and strengthen connections between its locations and business areas.

Sielaff's appointment is intended to support a more integrated approach across the group as it develops its businesses in the years ahead.