Assuming nothing will be the same with COVID-19, all associated economic growth figures will be revised in the near future. The European tyre market was severely affected in the first quarter of 2020 and declined by around 20% in all segments, which is exactly the opposite of the previous forecast of achieving a total CAGR of 20% for the 2018-2022 period. It will not return to normal short-term trends and will certainly be revised.

With the global economic slowdown, the Chinese tyre market, with earlier growth of more than 6%, will no longer be mentioned in the coming years. The global pandemic has overshadowed the global economy, and the most important tyre manufacturers are only showing moderate optimism for 2020. The downward trends in demand in many international markets are therefore irreversible. When the entire industry is back on track and at the same time safe?

Tyre Industry will not return to normal short-term trends and all economic figures will certainly be revised.

In the 1950s and 1960s, the margins for industrial products were good. Many companies in industrialised countries have been looking for alternatives to invest in different parts of the world, and export rates have continuously helped them make enough money. So far, globalisation has prompted investors to tackle the underdeveloped eastern globe. The 1970s in this direction were the new way of investing a large amount of accumulated capital for the countries of the Far East. China and Singapore, then Vietnam, Thailand and Malaysia were the subject of foreign direct investment. Indonesia seems to lag behind the Philippines and Taiwan for foreign investors. Exceptionally, Japan and partially South Korea won in the early 1950s and 1960s and were more aware of the importance of technological culture. They managed to develop their own capital to invest in technological products. The tyre and rubber industry were two of the main companies.

Globalisation has prompted investors to tackle the underdeveloped eastern globe. The 1970s in this direction were the new way of investing a large amount of accumulated capital in Far East.   

Western automakers had also sparked interest in countries in the eastern world. This has helped investors to focus more on this part of the world. When investors were looking for new horizons to make more money, all supporting technologies came to these countries.

When we entered the 1990s, Glasnost began to influence Europe's socio-economic structure. The main European brands initially focused on Eastern Europe to invest in the main products. Foreign direct investment went to the Central and Eastern European countries. Major European brands in the tyre industry have acquired certain tyre factories. Some factories were opened late.

It is a difficult task to attract foreign direct investment. Many parameters need to be combined, including incentives, laws, rules, agencies and procedures to attract foreign investment. The Central and Eastern European countries spent a lot of time and effort and finally made it. Not only legislative issues, but also macroeconomic measures such as combating inflation, the goal of joining the euro area, setting competitive but sustainable tax rates and laying the foundation stone for companies that acquire applications for property permits, liberalisation of the labor market, privatisation of all areas of the economy finance, public services and telecommunications, as well as road and airport construction are different pieces of equipment than investors. Usually you look for them first.

When we reached 2000, the primary concerns of European and North American tyre manufacturers were attacks on poor quality tyres

The Czech Republic, Hungary, Poland and Slovakia are the first four countries to follow. Ukraine, Romania, Bulgaria and Croatia tend to attract foreign direct investment over time. In any case, they have all learned that low labour costs are not enough to attract foreign investment if the main attractive features are not realised.

When we reached 2000, the primary concerns of European and North American tyre manufacturers were attacks on poor quality tyres in the East and Far East regions. Instead of banning imports, the safety problems of tyres in this part of the world are highlighted and certain measures are taken to prevent the huge import channels of these branded tyres. ETRMA, the association of the largest tyre and rubber manufacturers, mainly followed the REACH restrictions of these companies. The media also supported user conscience. The tyre labeling is also the result of safety concerns. The European Commission and the White House have introduced additional anti-damping and additional countervailing duties on tyres made in the Far East. The cheaper tyres no longer had the opportunity to be rated well. Note, however, that companies in the Far East are now able to manufacture high-quality high-tech tyres and organise deliveries in the market.

At the other end of the world, many industries which invest mainly in China initiated alternatives to return to the continent in 2015.

When the time came, the former Eastern Bloc countries began to join the EU. After 2010, Chinese and Far Eastern tyre manufacturers accelerated or invested in new factories in Eastern Europe. South Korea and China have started to have tyre factories in this region. Tyres manufactured in Europe or Eastern Europe indicate the Western European and US markets and are exempt from high customs taxes. They have set up a production line that is adapted to the requirements of European and American consumers.

When we reached the other side of the world in 2015, many industries with investments mainly in China initiated alternatives to return to the continent. Export tariff barriers and rising labor costs, state requirements for environmental legislation and industrial reforms do not keep foreign investors and local companies alive. The international climate and the atmosphere of the trade struggle between East and West also play a role in this latter trend. Today, investments in Eastern Europe in the countries of Asia and Western Europe continue. However, this is not a guarantee for the next few years.

Whatever the truth is or it is assumed that yesterday's reality will be opposite or different. Therefore, nothing will be similar or as expected. Companies that covered risks today and had tools today are luckier and will be successful tomorrow.

Comments (0)

ADD COMMENT

Link Copied!

Nokian Tyres is commemorating two significant milestones this year: the 90th anniversary of its first Hakkapeliitta winter tyre and the 40th anniversary of its renowned Ivalo Test Center. Located in Finnish Lapland, this facility, famously known as ‘White Hell’, stands as the world’s largest and most versatile winter testing environment. Since its establishment in 1986, it has been the central hub for the company’s mission to achieve global leadership in winter driving safety. What began as a remote outpost has evolved into a sophisticated, thriving epicentre for tyre development and innovation.

Operational for roughly 180 days each year from November to April, the centre capitalises on the extreme Arctic conditions to rigorously test products. Covering more than 700 hectares and situated about 235 kilometres north of the Arctic Circle, the site features a vast network exceeding 40 kilometres of specialised tracks. This includes a 700-metre-long indoor ice hall, frozen lakes and varied road surfaces designed to simulate real-world challenges. Engineers utilise a circular track for assessing lateral grip, snow-covered routes for handling and a steep hill for testing acceleration and longitudinal traction. These diverse courses allow for a comprehensive evaluation of every aspect of tyre performance under the most severe circumstances.

Annually, the company tests approximately 5,000 passenger and heavy tyres at the Ivalo facility. While it is primarily known for developing winter tyres sold across all of Nokian’s markets, its role is broader. The extreme cold conditions are also essential for testing all-season, all-weather and all-terrain tyres intended for Central Europe and North America. These cold-weather evaluations are complemented by wet and dry surface testing conducted at the company’s Hakka Ring facility in Spain and at its location in Nokia, Finland. In recent years, a significant focus of the expert work at Ivalo has been on preparing products to perform reliably in increasingly variable and changing winter weather patterns.

This intensive testing is fundamental to the development of new technologies that enhance driver safety and underpin the company’s innovative leadership. The expertise gained at Ivalo is a direct extension of Nokian Tyres’ heritage, which began with the invention of the winter tyre in 1934. This legacy was solidified two years later with the introduction of the first Hakkapeliitta tyre, a product line celebrating its 90th anniversary this year. The current generation of winter passenger tyres, including studded options like the Hakkapeliitta 10 and Hakkapeliitta LT3, as well as the non-studded Hakkapeliitta R5, are a testament to a century-long commitment to safety, honed and proven at the ‘White Hell’ facility in Lapland.

Paolo Pompei, President and CEO, Nokian Tyres, said, “The Ivalo Test Center is at the core of our expertise – the place where our practical knowledge of extreme winter conditions originates and evolves. For forty years, Ivalo has been the proving ground for many pioneering innovations, and it will continue to play a key role in our research, development and testing processes.”

Matti Suuripää Nokian Tyres Ivalo Test Facility Manager, said, “There was just a frozen lake when White Hell opened in 1986. A couple guys from the testing department came here with a trailer full of tyres and made a track or two on the ice. There wasn’t a facility, there were just winter conditions. Our test methods have been refined over the years to become more diverse. We have adapted our testing methods to account for different winter weather and more varied conditions. We work hard to develop products that make driving predictable.”

Comments (0)

ADD COMMENT

Link Copied!

Sherif Degheidy has taken on the newly established position of Director Specialty Tires for the MEA region at Linglong Tire, effective 9 February 2026. He is now tasked with leading the strategic direction and sales efforts for the Specialty Tires division across the Middle East and Africa, reporting directly to Jeffrey Hughes, the Director for EMEA. A key aspect of his role involves collaborating closely with product development and marketing teams to position Linglong as a dominant force in the speciality tyre sector throughout these regions.

Degheidy brings a wealth of sector-specific knowledge to the company, having spent the last 12 years at Goodyear. There, he successfully managed the Speciality Tyres portfolio for the Middle East as well as East and West Africa, culminating in his role as OTR Sales Manager. His professional background also includes a period with KAL Tire, where he gained invaluable on-the-ground experience overseeing tyre operations at a gold mine in Egypt. This diverse career path has equipped him with a deep and comprehensive understanding of the industry from industrial, commercial and client perspectives. An Egyptian national, he holds a Bachelor of Science degree in Mechanical Power Engineering.

Degheidy said, "I am very much looking forward to my new role at Linglong Tire and hope to use my many years of experience in the tyre industry to achieve the ambitious goals together with my colleagues in the MEA region. Our most important task will be to optimise existing customer contacts and develop new customers and thus further strengthen our company's market position in the Middle East and Africa.”

Jeff Hughes, Director OTR EMEA, said, "We are delighted to welcome Sherif to the MEA team as Sales Director OTR. He brings a wealth of experience in the Middle East and African markets, and his early work as a site manager of a gold mine in Egypt gives him a unique perspective on how to engage customers, distributors and end users. Over the past 12 years, he has been instrumental in driving and growing a Premier manufacturer's business, and we look forward to him now doing the same for Linglong."

Comments (0)

ADD COMMENT

Link Copied!

Marking its 55th anniversary in 2026, Tana Oy is celebrating a legacy defined by the seamless integration of human expertise and advanced technology. For more than five decades, this commitment has driven the company’s evolution in the recycling and waste management sector. Tana has consistently grown in tandem with its customers, engineering robust machines, systems and services capable of withstanding the most demanding real-world conditions. As the industry pivots towards greater efficiency and smarter resource use, this enduring philosophy ensures Tana remains a steadfast partner, poised to deliver uncompromising solutions for future challenges.

A key pillar of Tana’s strategy is the continuous expansion of its global footprint. By strengthening its international presence and local operations, the company positions itself closer to its customers. This approach allows for more integrated support, fosters deeper partnerships and enables the tailoring of solutions to meet specific regional needs, all while upholding the reliability synonymous with a global brand. The strength of this network is evidenced by thousands of machines operating worldwide and longstanding industrial partnerships, milestones that underscore Tana’s reputation as a trusted partner for operational excellence and long-term dependability.

Looking forward, innovation remains central to Tana’s mission, with a focus on solutions shaped by real-world demands. Digital tools like TanaConnect exemplify this, linking machines, data and people to optimise operations and enhance lifecycle management. Simultaneously, the latest generation of recycling machines is designed for high performance and adaptability to evolving material streams. As Tana marks this anniversary, its direction is resolute. Continued investment in its people and technologies, from digital platforms to advanced machinery, ensures it will meet the growing demand for efficient waste-to-value solutions, ready to shape the future with no time to waste.

Comments (0)

ADD COMMENT

Link Copied!

Goodyear India Limited reported higher quarterly profit despite recognising INR 1.94 million of past service costs under India’s new labour codes, as revenue declined year on year.

Revenue from operations for the quarter ended 31 December 2025 fell to INR 606.9 million, from INR 631.7 million a year earlier. Total income was INR 611.5 million, compared with INR 636.4 million.

Profit before tax rose to INR 33.4 million, up from INR 13.3 million in the corresponding quarter last year. Net profit increased to INR 24.6m, compared with INR 9.5 million. Earnings per share were INR 10.68, against INR 4.11 a year earlier.

Total expenses declined to INR 578.2 million from INR 623.2 million. Cost of materials consumed fell to INR 221.5 million from INR 257.9 million, while purchases of stock-in-trade were INR 190.3 million, broadly in line with INR 191.1 million a year earlier. Employee benefits expense rose to INR 52.2 million from INR 44.4 million.

For the nine months to December 31 2025, revenue from operations decreased to INR 1,859.6 million from INR 2,005.4 million in the same period last year. Profit before tax rose marginally to INR 69.8 million from INR 67.9 million. Net profit was INR 51.8m, compared with INR 50.3m.

The company said it had recognised past service costs of INR 1.94 million under employee benefits expense in the quarter and nine months ended December 31 2025, following notification of the Code on Wages, 2019, the Industrial Relations Code, 2020, the Code on Social Security, 2020 and the Occupational Safety, Health and Working Conditions Code, 2020.

Comments (0)

ADD COMMENT

Link Copied!