Turkey’s first producer of fully bio-based process oils is challenging industry conventions with a zero-waste approach and performance-driven sustainability. Müge Metinöz, R&D Director, Skyhem, explains how a young Turkish chemicals company is transforming an industry long dominated by petroleum derivatives.

When Müge Metinöz joined Skyhem Kimya at a very early stage of its journey, she brought eight years of experience developing more sustainable tyres, focusing on alternative and non-conventional materials and innovative approaches. Throughout that period, one recurring challenge had become very clear to her: the gap between sustainability ambitions and industrial reality.

“What made Skyhem particularly distinctive and exciting for me was its clear recognition of this gap and its decision to address it not by slightly improving existing systems but by rethinking bio-based process oils from the ground up. The objective was never to offer a ‘greener version’ of petroleum-based products but to develop an alternative that is non-food-chain-based, fully bio-based and capable of performing under real production conditions,” Metinöz says.

That approach was both technically bold and foundational for long-term transformation, she reflects. In the global tyre and rubber raw materials market, Skyhem identified strong demand for solutions that transcend sustainability claims – solutions that are scalable, performance-driven and fully compliant with regulatory requirements.

“Being part of the development journey of Ecosky process oils represents, for me, an opportunity to contribute to a transformation that delivers real and measurable impact. The strong interest and positive feedback we are receiving today from markets around the world clearly confirm the tangible nature of this need. With Ecosky-3103, my belief continues to grow that we are not simply introducing a new product but actively contributing to a lasting and meaningful shift in the tyre industry’s sustainability transition,” Metinöz explains.

GREEN CHEMISTRY AS FOUNDING PRINCIPLE

From the very beginning, Skyhem was a company with a clearly defined vision. The company was founded in 2023 with a strong emphasis on green chemistry, but for Skyhem, this has never been merely a marketing label.

“For us, green chemistry has never been a marketing label but rather the starting point of all decision-making processes. Already at the foundation stage, key questions – such as which raw materials to work with, which markets to address and which regulations to be prepared for – were shaped in line with this vision,” Metinöz says.

At the same time, having a clear vision does not mean remaining static, she notes. As Skyhem has grown, the company’s vision has evolved into something more tangible, more measurable and more industrially grounded. In the initial phase, the primary focus was to demonstrate that a fully bio-based, non-food-chain process oil was technically feasible.

“Today, that vision has progressed to delivering solutions that are tested on a global scale, compliant with regulatory frameworks and applicable at an industrial scale,” Metinöz says. One of the most important lessons Skyhem has learned throughout this journey is that sustainability only creates real value when it is addressed alongside performance, process compatibility and scalability.

“As a result, Skyhem’s vision has become even more focused with growth: not simply to develop sustainable products but to contribute to the transformation of the tyre and rubber industry through practical, reliable and performance-driven solutions,” Metinöz says.

TURNING GEOGRAPHY INTO ADVANTAGE

Turkey is not traditionally viewed as a centre for bio-based process oil innovation, yet Skyhem has successfully turned this into a strategic advantage rather than a limitation. Although Turkey has a strong chemical engineering infrastructure and technological capability, process oils used in the tyre industry have historically been fully imported.

Through its green journey, Skyhem has successfully changed this landscape, establishing itself as Turkey’s first domestic producer in this field. The company’s process oils are 100 percent bio-based, outside the scope of the EU Deforestation Regulation and strictly non-food-chain.

“Our process oils, which are 100 percent bio-based, outside the scope of EUDR and strictly non-food-chain, represent a milestone not only for Turkey but also at a global level. This achievement clearly demonstrates that Turkish engineering can compete internationally in the fields of sustainability and advanced materials technology,” Metinöz says.

Turkey’s strategic geographic position, connecting Europe, Asia and Middle East, provides Skyhem with a significant advantage in accessing global markets efficiently and reliably. Today, with its current production capacity, Skyhem has the potential to meet approximately 41 percent of Turkey’s total process oil demand.

“Taken together, these elements show how Skyhem has reshaped perceptions in this field by transforming Turkey’s geography and engineering strength into a strategic competitive advantage,” Metinöz says.

THE CONSCIOUS CHOICE OF BIO-BASED MATERIALS

Skyhem claims to be Turkey’s first producer of fully bio-based process oils. The decision to move away entirely from petroleum-derived oils was not a necessity for the company but rather a conscious identity choice.

“The decision to move away from petroleum-derived process oils was not a necessity for Skyhem but a conscious identity choice. From the very beginning, Skyhem positioned itself not simply as an alternative to existing systems but as a pioneer of more nature-friendly, greener and long-term sustainable solutions,” Metinöz explains.

This mindset allowed the company to place environmental impact and responsibility at the core of its product development process. From a technical perspective, the main challenge was to achieve critical performance parameters – such as process compatibility, viscosity control, ageing behaviour and compound stability – using bio-based raw materials in tyre and rubber manufacturing.

Ensuring that Ecosky-3103 could be used alongside petroleum-based reference oils without creating compatibility issues on existing production lines was one of Skyhem’s key priorities. In this context, the hybrid use flexibility of Ecosky-3103 has proven to be a significant advantage.

“When required, Ecosky-3103 can be integrated into formulations together with petroleum-based process oils, offering manufacturers a gradual and controlled transition path. This approach makes the sustainability transition more manageable and lower-risk while fully preserving production continuity,” Metinöz says.

From a business perspective, the main challenge was earning market trust in a sector that has historically viewed process oils as an immutable component. Thus, highlighting environmental advantages alone was insufficient.

“It was essential to demonstrate – under real production conditions – that Ecosky-3103 is a scalable, consistent and reliable long-term solution. Today, the fact that leading global tyre and rubber manufacturers have begun to adopt Ecosky-3103 in their production clearly validates this approach. The ability of our products to remain fully compatible with petroleum-based systems while delivering sustainability without compromising performance has positioned Skyhem as a trusted solution partner in the market,” Metinöz says.

RECOGNITION AND DIFFERENTIATION

Ecosky-3103 has been shortlisted for the 2026 TTI Awards for Materials Innovation. In Metinöz’s view, what makes this product stand out in an increasingly crowded sustainability-driven market is not only its bio-based nature.

“What differentiates Ecosky-3103 is not only that it is bio-based but also that it is a non-food-chain, EUDR-exempt process oil produced at an industrial scale under a zero-waste principle. It can be directly integrated into existing production lines or applied through partial substitution, and its consistency has been proven under real production conditions. Skyhem’s approach has been to position sustainability not as a statement but as an industrially applicable reality,” Metinöz explains.

PERFORMANCE AGAINST ESTABLISHED OILS

From a tyre manufacturer’s perspective, the critical question is how Ecosky performs compared with established low-PAH and TDAE oils across filler dispersion, rolling resistance, durability and ageing behaviour. In studies conducted by Skyhem, Ecosky-3103, compared with TDAE reference oils, demonstrates predictable, consistent behaviour in terms of filler dispersion and compound homogeneity.

“In both tread and non-tread applications, mechanical properties are fully maintained; parameters such as elongation at break and tensile strength show equivalent and, in some cases, improved values. From a dynamic performance perspective, tan δ and E* measurements indicate that Ecosky-3103 offers controllable effects on rolling resistance and low-temperature performance, depending on formulation design,” Metinöz says.

With regard to ageing behaviour and process stability, Skyhem’s evaluations show that the glass transition temperature (approximately -65°C) remains stable, viscosity levels are consistent across production batches and the flash point lies within a highly acceptable range for industrial use.

“Overall, Ecosky-3103 can be considered an alternative that preserves the performance framework manufacturers are accustomed to when compared with TDAE and low-PAH oils while offering additional functional potential in certain applications. This positions Ecosky-3103 as a technically reliable process oil capable of supporting sustainability objectives without compromising performance,” Metinöz explains.

ZERO-WASTE PRODUCTION IN PRACTICE

Zero-waste production is central to Skyhem’s positioning. At Skyhem, the zero-waste approach is embedded as a core design criterion of the production system. From the product development stage onwards, all input raw materials are selected and used to minimise by-product formation and to allow materials to be recovered and reutilised within the process.

“As our facility is designed according to a closed-loop principle, potential side streams are systematically reintegrated into the production process,” Metinöz says. On the supply side, Skyhem exclusively sources non-food-chain raw materials from ISCC-certified sustainable sources, ensuring environmental impact and traceability remain fully under control.

From an energy perspective, the on-site solar power plant at Skyhem’s chemical facility plays a key role in operations. This system enables the company to cover a significant portion of its energy demand for production from renewable sources. In parallel, all production processes are continuously optimised with a strong focus on energy and resource efficiency.

“Through this integrated approach, the zero-waste principle at Skyhem goes beyond an environmental commitment and becomes a measurable and operational system, directly linked to product consistency, process efficiency and industrial sustainability. Looking ahead, we aim to convert 100 percent of our production energy demand to green energy via solar systems by 2030,” Metinöz says.

THE IMPORTANCE OF THIRD-PARTY VALIDATION

Skyhem has achieved REACH registration and received an EcoVadis Bronze Medal. For global OEMs and Tier-1 suppliers, such third-party validations have become fundamental trust-building elements rather than mere requirements.

“For global OEMs and Tier-1 suppliers, sustainability is no longer based on declarations but on verifiable and auditable systems. For this reason, third-party validations such as REACH registration and EcoVadis assessments have become fundamental trust-building elements rather than mere requirements,” Metinöz says.

EUDR COMPLIANCE AND NON-FOOD-CHAIN MATERIALS

Compliance outside the EU Deforestation Regulation and the use of non-food-chain raw materials are factors that Skyhem often highlights. These factors are becoming decisive for customers today for specific reasons.

With the introduction of EUDR, it is no longer sufficient for raw materials to be sustainable; their origin must also be traceable, verifiable and free from regulatory risk. For this reason, solutions that fall outside the scope of EUDR offer a significant advantage, particularly for manufacturers operating on a global scale, by reducing both operational and commercial risks.

“Raw materials that do not interact with the food chain have likewise become an increasingly important ethical and structural criterion in sustainability discussions. Solutions that do not compete with food resources are preferred due to their higher social acceptance and long-term supply security,” Metinöz says.

When these two aspects are combined, customer sustainability is no longer only about environmental benefits but also about regulatory compliance, supply continuity and forward-looking risk management.

“Skyhem’s approach is built precisely on this understanding – treating sustainability not as a short-term advantage but as a long-term, secure and industrially viable solution,” Metinöz explains.

THE ELECTRIC VEHICLE TRANSFORMATION

Demand for sustainable materials is accelerating, particularly with the rise of electric vehicles. The shift towards EV tyres is reshaping requirements for process oils in fundamental ways.

Metinöz believes that the transition to electric vehicles has already begun to gradually and fundamentally reshape tyre performance expectations. EV tyres operate under much tighter tolerances due to higher torque, increased vehicle weight and stricter noise requirements. As a result, parameters such as rolling resistance, wear resistance and compound stability have become even more critical.

“This shift means that process oils can no longer function merely as softeners; they must act as components that precisely tune the dynamic behaviour of the compound. Consequently, these new requirements place greater emphasis on controlled rheological behaviour, the retention of properties after ageing and predictability across formulations,” Metinöz says.

At the same time, EV manufacturers’ sustainability targets require greater transparency and measurability of the environmental impact of all raw materials used. Within this context, process oils for EV tyres are now expected to meet not only technical performance criteria but also low environmental impact, regulatory compliance and long-term supply security.

“At Skyhem, our approach is built on addressing these multi-dimensional requirements simultaneously, developing solutions that are well aligned with the needs of next-generation tyre applications,” Metinöz says.

GLOBAL VISIBILITY AND COLLABORATION

Skyhem has been highly visible at global tyre industry events. Beyond branding, these platforms contribute significantly to collaboration and product development. At Skyhem, the primary focus is to represent the country in the best possible way within the industry.

“For us, global industry events are not merely platforms to increase brand visibility but environments where technical feedback, mutual learning and collaborative development actively take place. Through these events, we have the opportunity to directly understand the real expectations, technical challenges and regulatory priorities of manufacturers across different regions,” Metinöz explains.

At the same time, such platforms enable potential collaborations to take shape early. From Skyhem’s perspective, the real value lies not in promotion but in fostering a constructive dialogue where the right technical questions are asked and common solution areas are clearly identified.

“This approach supports our products in reaching the market more efficiently and in a more robust manner,” Metinöz says.

CO-DEVELOPMENT WITH MANUFACTURERS

Skyhem’s approach to innovation is highly collaborative. At Skyhem, innovation is not an R&D activity carried out independently of customers but a development process that progresses alongside manufacturers.

“Our work with tyre and rubber producers is based on evaluating products under real formulations and actual processing conditions. All technical feedback we receive is directly incorporated into product improvement. Through this approach, Skyhem’s R&D is positioned not merely as a raw material supplier but as a technical partner delivering practical, reliable solutions aligned with real production requirements,” Metinöz says.

BALANCING GROWTH WITH CULTURE

As a young company scaling internationally, Skyhem faces the challenge of balancing rapid growth with maintaining a strong sustainability-led culture internally. At Skyhem, growth has never been treated as a goal in itself; how the company grows has always been more important than how fast it grows.

“Our sustainability approach is not a policy added later on but a culture that has been embedded into our decision-making processes since the company’s foundation. To be candid, this mindset and philosophy have played a key role in keeping our direction clear throughout our growth journey,” Metinöz says.

As Skyhem grows, the primary focus is to avoid compromising technical discipline and sustainability standards. The company applies the same principles consistently across product development, sourcing and production and approaches new markets and partnerships within this framework.

Metinöz explains, “As a result, growth does not put pressure on our system; instead, it becomes a controlled process that strengthens our existing structure. For us at Skyhem, maintaining a strong sustainability culture depends on having teams that fully understand the processes and on clearly questioning the technical and environmental implications of every decision. This approach ensures that, as the company grows, the culture does not weaken but rather becomes more structured and institutionalised.”

FUTURE GROWTH OPPORTUNITIES

Looking ahead, where does Metinöz see the strongest growth opportunities for Skyhem – in terms of markets, applications or next-generation materials?

“I see the strongest growth opportunities for Skyhem in application areas where sustainability is no longer a choice but a mandatory technical requirement,” Metinöz says. “In the tyre and rubber industry in particular, markets where regulatory pressure and performance expectations are increasing simultaneously show a natural alignment with Skyhem’s solution approach.”

From an application perspective, high-performance tyres, electric vehicle applications and speciality rubber compounds are among the company’s key focus areas. In these segments, process oils are no longer merely auxiliary components; they have become elements that precisely control compound behaviour, further increasing demand for technically robust and sustainable solutions.

“With regard to next-generation materials, Skyhem’s growth strategy is based not on a single product but on a modular and evolvable technology platform. This approach allows us to develop solutions that can be adapted to different markets and applications,” Metinöz explains.

Geographically, Skyhem sees controlled, high-quality growth opportunities particularly in Europe, where regulations are clearly defined and sustainability targets are firmly established.

“In short, for Skyhem, growth is not about volume expansion but about progressing with the right technical value in the right applications,” Metinöz says.

DEFINING SUCCESS

Finally, how would Metinöz define success for Skyhem Kimya over the next five to 10 years, both as a business and as a contributor to the tyre industry’s transition towards more sustainable materials?

“For Skyhem, I define success not solely by growth figures but by the lasting impact we create within the industry. Today, Skyhem has reached a position as a company delivering technically reliable solutions with measurable sustainability and proven industrial applicability,” Metinöz says.

Within the next five years, Skyhem aims to establish strong R&D centres in four different regions. Through these centres, the company plans to provide more effective technical support to Ecosky-3103 users while also developing its own compounds at laboratory scale to evaluate product performance directly at the application level.

At present, Skyhem serves four industries and is actively advancing sustainable, bio-based product development across multiple sectors. Looking further ahead, over the next 10 years, the company aims to evolve into an integrated chemical manufacturing structure and reach a broader customer base through new product classes.

“As a business, we measure success through consistent growth, stable product quality and the ability to build long-term partnerships,” Metinöz says. “In this context, positioning Skyhem not merely as a raw material supplier but as a strategic technical partner for our customers is a critical benchmark for us.”

From an industry perspective, Skyhem sees true success in enabling sustainable materials to move beyond niche applications and become a natural part of mainstream production processes.

“At Skyhem, our objective is to demonstrate – on a lasting basis – that sustainability does not conflict with performance but rather, when addressed through the right engineering approach, becomes a driver that moves the industry forward,” Metinöz concludes.

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.