VMI’s CEO Harm Voortman was among the senior figures to celebrate the global smart manufacturing technology company’s new Indian engineering and service centre, which opened in Vadodara on 4th October. He gave a positive view on prospects for the Indian tyre market: “India is now among the top five global economies,” he said. “Prospects for the tyre market are exceptionally strong. Vadodara was the natural choice for our new engineering centre, which is now part of our global strategy for customer support, software engineering and long-term growth.”

VMI has been operating in India for years, but the new centre marks a step change for the company’s investment in the region. So what does VMI’s new strategy mean for the Indian tyre and automotive industry?

Helping to drive economic growth

India is the world’s fifth largest economy, and a key driver for growth is large-scale investment in road and transport infrastructure. There is growing demand for tyres, especially for trucks, with higher performance standards a must. Infrastructure investment will have a positive impact on the Indian economy, helping make India an even stronger global economic hub.

As we reported in July, VMI’s unique MILEXX automated truck tyre building machine is playing a major role in transforming access to the high-quality truck tyres the logistics industry needs inside India. With more and more Indian citizens also moving to electric vehicles, the need for improvement in quality and performance for car tyres is also clear.

Mike Norman, VMI’s Chief Commercial Officer, said, “We expect to see growth in production accelerate over the next five years – and that goes a long way to explaining why VMI has chosen this moment for major new investment in the Indian market.”

Global software engineering

Perhaps the most compelling reason for VMI’s Vadodara investment is the drive to create an integrated, international software engineering capability for the entire business. India is the world’s most important centre for software capabilities: with home-grown businesses becoming household names and foreign companies building their own Indian research and engineering centres, tapping into the outstanding engineering capabilities India provides.

Automation is the key distinguishing feature of VMI production platforms. From the launch of the MAXX TBM 15 years ago, the concept of ‘hands-off, eyes-off’ has dominated VMI’s design thinking. Stage by stage, new concepts, components and functionalities have been introduced to VMI machines, aiming to reduce human contact and deliver error-free, higher quality, maximum efficiency production.

Vision systems were introduced a decade ago to carry out such key tasks as centring materials correctly, making the right cuts and ensuring consistent quality in output. As improved camera and software options become available, VMI introduces them as standard components to new machines and offers retrofitting to the installed base, enabling customers to operate at best practice level always.

Artificial intelligence and machine learning (AI & ML) are now increasingly vital for VMI production platforms, which drives the need for software engineering capabilities of the highest quality. VMI has developed systems that use AI to identify anomalies (foreign bodies and faults in materials), enabling these issues to be dealt with at once, rather than causing scrap later. The same capabilities will soon be deployed to optimise production.

Smart software is the key to these emerging trends. As demand for new AI-related capabilities accelerates, VMI is building the high functioning, global software engineering team it needs to prosper in this emerging world. By creating an attractive, well-managed centre in Vadodara, VMI expects to mobilise some of the most qualified, ambitious and visionary engineers India can offer. The team is truly global in nature, using a common engineering platform to enable cross-border collaboration and deliver real benefits both to VMI and the Indian economy.

Why is software so important?

Most commentators believe the industry is at an inflection point, where the current business model is changing fast. We see a growing need for many more tyre variants (SKUs), caused by such factors as the move to EVs, need for lighter but stronger and more flexible tyres, introduction of more environmentally responsible new materials (due to lower levels of particulate pollution) and different patterns of demand in the market.

As Norman commented, “The industry is being challenged to move to a different model, with greater production flexibility, less waste and scrap, lower energy costs and reduced emissions.” That means greater process agility and even higher levels of automation. We will need to develop autonomous decision making (requiring AI & ML), near elimination of errors and scrap (better automation of all processes) and the ability to switch from one SKU to another, with short production runs that are still profitable.

None of these changes can happen without intelligent software. Norman added, “The Vadodara investment gives VMI the scale and skills to become the industry leader in flexible AI-enabled systems – with India at its heart.”

Service transformation

The Vadodara centre also means VMI now has a global network of service centres to provide 24/7 ‘follow the sun’ support to customers worldwide. Vadodara is a key part of VMI’s ‘Global but Local’ service approach, covering everything from maintenance, parts and troubleshooting, through to optimisation consulting and training, retrofits and upgrades and remote monitoring to ensure optimal operation.

The Global but Local concept means customers are always served by teams that speak their language and share their culture but operate to consistent, best-practice standards – everywhere. All VMI’s service engineers use the same tools and methods, covering service desk, innovation, core R&D, order engineering retrofits and upgrades.

The Vadodara centre builds on and extends the service support VMI delivers to Indian customers. Now, for example, it is easier and quicker to carry out a routine service on such key components as drums by ‘being local’, with a full maintenance and service facility, minimising downtime and cost. This makes it possible to use a ‘lifecycle approach’ for drums, with much faster swap-over than before.

Investing in the future of India

India is emerging as a highly attractive investment market – perhaps as important as China to foreign companies. Past infrastructure investment levels have been relatively low in India, so there is widespread support for the growth policy now being followed. With the tyre industry now going through a period of significant change, there is huge opportunity for the Indian economy to become one of the most important tyre-building centres in the world.

Norman said, “These are exciting times for us to expand our presence in India. We will be helping to growth the economy in a key sector while tapping into the most important pool of software expertise on earth. As the focus on smart software grows more intense in the next few years, we expect our new Indian colleagues to play a key role in growing both VMI and the Indian economy.”

Humaira Mushtaq’s passion for motorsport began long before many of us could even ride a bike. Growing up in the culturally rich and traditionally conservative region of Jammu & Kashmir, where women rarely took the wheel, Humaira’s love for cars set her on a path few could have imagined. But for her, racing was not just a sport – it was a calling.

A natural instinct for racing

“I grew up in a traditional Muslim family where you don’t typically see women driving, let alone racing,” says Humaira. “But from as early as I can remember, I was drawn to cars.” She remembers receiving her first toy car at the age of four, which ignited a lifelong obsession. While most girls her age were playing with dolls, Humaira was spending her days with the boys, zooming around on toy cars. Recognising his daughter’s passion, her father, a motorsport enthusiast himself, built her a custom go-kart track. “I spent hours there practicing. It just felt natural,” she recalls.

By the age of five, Humaira was competing in professional Go-Karting championships, quickly moving through the ranks to single-seaters, Formula racing, saloons, touring cars and even occasionally drifting. What started as a pastime became a lifelong pursuit.

The memory of a father’s belief

Though motorsport was not widely accepted for women in her community, Humaira's father stood firmly by her side, supporting her against societal norms. “My father was my biggest supporter. Even when people questioned my dreams, he was there, building tracks for me and taking me to races,” she shares.

Tragically, she lost her father when she was just 13, a few days before her 14th birthday. But even in his final moments, he encouraged her to continue racing. “His last words to me were, ‘Don’t stop racing. You have this rare talent that not many have. Reach out to the world and create an example’.” It was this powerful message that fuelled Humaira’s drive to prove that women can excel in motorsport, despite the odds.

Balancing education and racing dreams

Though her heart was set on motorsport, Humaira’s academic journey took an unexpected turn. “I excelled in science and English as a student,” she explains. “My mother encouraged me to pursue a medical career, and I agreed to finance the initial years of my education in exchange for getting into medical school.” Despite excelling in her studies, Humaira’s heart remained with racing. “I didn’t want to work a desk job. My passion was in motorsport, and I worked hard to balance both.”

Endurance racing: Pushing limits

Having competed in a variety of racing formats, Humaira is particularly drawn to endurance racing. “Endurance racing challenges you not just physically but mentally and emotionally too. It’s about resilience and strategy, not just speed,” she says. The long, demanding races force drivers to push their limits while balancing physical endurance with mental focus. Humaira thrives in this environment, using both physical training and mental exercises such as meditation and visualisation to prepare herself for each race.

In endurance racing, managing factors like terrain, tyre wear and race strategy is crucial. “Choosing the right tyre can be a game-changer,” she notes, emphasising the need for tailored tyre options. “Different terrains and weather conditions mean the tyre that works on one track may not work on another. It’s a science.”

A historic achievement: Representing India at the British Endurance Racing Championship

Humaira’s biggest breakthrough came when she became India’s first female representative at the British Endurance Racing Championship. “Representing India felt surreal, but it was also a huge responsibility,” she recalls. Racing for Aston Martin, Humaira not only broke barriers in a traditionally male-dominated field, but she also proved that women could compete at the highest levels of motorsport. Despite initial scepticism from some of her male teammates, Humaira earned their respect with her skill and determination on the track.

Looking ahead: The road to the future

As she looks to the future, Humaira is poised for more international racing opportunities, with upcoming races in London, Spain and Dubai. But it’s not just about racing for her – it’s about making a statement for women everywhere.

“My advice to young girls who want to pursue a career in racing is to stay focused, determined and unafraid of obstacles,” she says. “Motorsport may be a male-dominated field, but talent, dedication and self-belief are what really count. Don’t let anyone tell you what you can or cannot do – just keep pushing forward.”

Humaira Mushtaq’s journey from the streets of Jammu & Kashmir to the world’s race tracks is a testament to the power of passion, perseverance and belief. As she continues to break barriers and set new records, she remains an inspiring figure for future generations of women in motorsport.

Indian Rubber Manufacturers Research Association (IRMRA), the premier research body supporting the rubber industry with testing, training, and innovative solutions, has added another feather to its cap.

The not-for-profit agency was recently recognised by the Confederation of Indian Industry (CII) for Excellence in Innovative Solutions for Sustainable Waste Management by Research & Academic Institutes. The institute was presented with the Award of Merit at CII 4R Awards 2024.

IRMRA was established in 1958, as a small-scale R&D Institute, is now globally recognised Centre of Excellence serving tyre and non-tyre sectors in the country.

The award was received by Dr. Rajkumar Kasilingam, Director, IRMRI along with Dr. Debdipta Basu and Dr. Tiwari, in the presence of Bhupender Yadav, Minister of Environment, Forest and Climate Change, Government of India.

“We would like to express our sincere gratitude to the core committee of CII for recognition of our institute! Indeed it is great motivation for our team to continue to work on such important areas of research on circular economy and sustainability in the rubber and allied Industry! Thanks to DST for sponsoring such project to IRMRI and its research and industry partners which is truly facilitating such wonderful work! As a PI of this waste management project of significant interest in the society, I feel honoured to offer my guidance to the team and I thank the team IRMRI and Manipal University, Jaipur (Academic Research partner for this project), and Shri Balaji Engineering, Jaipur and Oriental Rubber products, Pune for providing the industry support while carrying out such outstanding research at IRMRI,” said Dr. Rajkumar.

A statement issued by CII stated, “Your dedication, innovation, and commitment to Circular Economy have set a new benchmark in our industry. It was truly inspiring to witness your success at 9th edition of International Conference on Waste to Worth Technologies organised by CII on 30 November 2024. Your accomplishments highlight your individual talents and underscore the collective progress we are making towards a more sustainable and responsible future. The initiatives you have spearheaded are a testament to the positive impact we can achieve when we prioritize the principles of Reduce, Reuse, Recycle and Repair.”

Birla Tyres, once a dominant name on Indian roads, is going a transformation under new ownership. Acquired by Himadri Speciality Chemicals and Dalmia Bharat Refractories, the iconic brand is being restructured to target emerging opportunities within electric vehicles and off-the-highway tyres, supported by strategic innovation and forward integration.

Birla Tyres ruled many Indian roads for over two decades till its fall in 2023. Born as a division of Kesoram Industries in 1991, the tyre maker collaborated with global giant Pirelli shortly after its inception for advanced tyre manufacturing technology.

It started production of truck and bus tyres from its Odisha plant in 1992, and later, between 1995 and 2000, went onto produce tyres across different vehicular categories including passenger, two-wheeler, commercial, farm and heavy earth-movers. 

The Kolkata-based manufacturer produced both radial and bias tyres and had a densely spread supply chain with over 170 sales depots within India and an international network across 17 countries during the helm of its operations.

Production capacities had risen to 15 million tyres with revenue crossing INR 200 billion, annually, until the second decade of the 21st century. The company that once held a moderate share in the Indian tyre market, competing with brands like MRF, Apollo Tyres, CEAT and JK Tyre, was now facing operational efficiencies leading to dwindling market share.

Hence, a new era heralded within the operations of one of the major homegrown tyre makers. Furthermore, the axe fell at the core of the entity in 2019 when Kesoram Industries demerged its tyre division into an independent entity called Birla Tyres Limited to focus exclusively on the tyre business.

Soon after, in 2021, financial crisis led the company to file for insolvency under the Indian Bankruptcy Code due to mounting debts and operational losses. Production slowed significantly with plants running below capacity. The company had incurred debt of over INR 100 billion by 2021, and in FY23, Birla Tyres’ reported a net loss of INR 370.7 million.

Between 2022-2023, the company made revival attempts as it sought investors, explored cost-cutting measures, focused on realigning its product portfolio, emphasising two-wheeler tyres and niche markets like electric vehicles, but to no avail.

Alas, in October, 2023, control of Birla Tyres was handed over to a consortium of Kolkata-based Himadri Speciality Chemicals and Dalmia Bharat Refractories.

The rebirth

According to media reports, Himadri Speciality Chemical and Dalmia Bharat Refractories jointly acquired Birla Tyres under India’s Corporate Insolvency Resolution Process, approved by the National Company Law Tribunal. Birla Tyres faced insolvency due to mounting debt, including claims of INR 115.2 billion by financial creditors. The resolution plan proposed a payment of INR 3.16 billion to secured creditors against admitted claims of INR 109.7 billion.

The new owners aimed to revitalise Birla Tyres by leveraging its existing infrastructure, particularly at the Balasore plant in Odisha. While Himadri Speciality Chemicals planned to focus on passenger car tyres, including those for electric vehicles (EV), Dalmia Bharat Refractories proposed to oversee procurement and material supply.

The strategic partnership sought to re-establish Birla Tyres in niche markets, supported by Himadri’s expertise in carbon black production, which constitutes a significant cost component in tyre manufacturing.

Moreover, the consortium decided in November 2023 to invest INR 2.5 billion to operationalise the passenger car radial segment of the fallen giant.

Path forward

Over a year has passed since the controlling interests have been transferred, but the Indian tyre landscape eagerly awaits the resurgence of a much-loved brand. Speaking to Tyre Trends on the re-launching of Birla Tyres, Himadri Speciality Chemicals Managing Director Anurag Choudhary said, “We plan to initially continue producing Birla Tyres existing range but have outlined a strategic shift towards focusing on electric vehicle tyres in the long term. With the electric vehicle market rapidly expanding, the demand for specialised tyres designed to meet the unique requirements of EVs is expected to grow significantly. Additionally, we also aim to prioritise off-the-highway (OTR) tyres as part of our long-term vision, targeting key industrial and off-road sectors.”

Himadri Speciality Chemicals plans to start the manufacturing process from Birla Tyres’ plant in Balasore, which has with a capacity of 400 tyres per day. While the company acknowledges the growing potential of the EV market, it has not yet determined how much of this capacity will be allocated to EV tyre production. This decision will depend on finalising future plans and market strategies. 

Additionally, no capital expenditure plans have been finalised yet, but it was informed that the specialty chemicals company is considering the establishment of a dedicated supply chain to support the tyre operations.

Alluding to why a specialty chemicals company invested in acquiring a tyre company, Choudhary averred, “Our acquisition of Birla Tyres aligns with a long-standing strategy of forward integration. Historically, we have evolved by building on core processes, starting with coal tar distillation and progressing into areas such as oils, carbon black and eventually speciality black products.”

“This forward-thinking approach has also driven the development of special coal tar-derived materials for applications like anode materials in lithium-ion batteries, reflecting our commitment to innovation and research and development. The decision to acquire Birla Tyres is a natural extension of this strategy. Tyre production uses a significant proportion (almost 26 percent) of carbon black by volume, making it a logical step for the company to integrate downstream into the tyre manufacturing sector. This acquisition not only ensures a steady demand for its carbon black but also positions the company to leverage its expertise in specialty materials and innovation for future growth,” he added.

When asked about plans to introduce sustainable materials in the revival of Birla Tyres, the executive indicated that the company is steadfast in its plan to foster a circular economy and is exploring ways to enhance the reusability of existing materials including carbon black but emphasised that these efforts are still in the research and development phase.

Regarding competitiveness in the tyre market, he stated that the company is devising a comprehensive strategy. As for the challenges of entering the tyre industry, he acknowledged that being a newcomer brings a range of hurdles. However, he viewed these challenges as opportunities to innovate and carve a niche in the market.

Forward integration

Himadri Speciality Chemicals in also setting up a lithium-iron phosphate plant in Odisha to further its expansion into the automotive sector. Furthermore, it also sees growing demand for carbon black within the Indian market.

Commenting on opportunities in India's carbon black market, Choudhury highlighted, “Himadri is focusing heavily on speciality carbon black, a high-value segment with diverse applications. We have a current production capacity of 60,000 metric tonnes and plan to expand it to 130,000 metric tonnes, positioning us as the world’s fourth-largest producer in this niche. We are also focusing on speciality carbon black for EV tyres.”

When asked about the potential of recovered carbon black, he expressed doubts about its ability to replace virgin carbon black due to quality constraints. While the company supports sustainability under its ESG commitments and is a signatory to the United Nations Global Compact, recycled carbon black is expected to remain a small, complementary product in its portfolio. 

Speaking on the lithium-iron phosphate plant in Odisha, Choudhary mentioned that the first phase is designed to produce 40,000 metric tonnes, supporting 20 gigawatt-hours (GWh) of battery production. The project involves a capital expenditure of INR 113 billion and marks a significant step in Himadri’s strategy to support the EV and battery sectors. 

Moreover, he sees significant growth opportunities in the EV market, which he mentioned is at a critical inflection point, leading to exponential adoption. The company is investing in materials essential to the EV ecosystem. It has focused on developing key battery components such as cathodes and is conducting research on anodes, which together account for 65 percent of a lithium-ion cell’s cost.

Goodyear India appointed Arvind Bhandari as Managing Director, tapping a veteran of Nestle SA and other consumer goods companies to lead its operations.

Bhandari will serve as managing director for five years or until retirement, whichever comes first. He will also serve as Chairman of the board of directors.

Bhandari, who took the role on 2 January, brings over 25 years of experience in sales, branding and general management across multiple markets, the company said in a statement. He previously served as global Chief Executive Officer of Wyeth Nutrition and Executive Vice President at Nestle Nutrition.

The appointment adds significant multinational experience to Goodyear India’s leadership. Bhandari has worked across Asia, Africa, Latin America, the Middle East, and the United States, including roles as managing director for Eastern & Horn of Africa at Nestle.

Before joining Nestle, he held positions at PepsiCo Inc. and ITC Ltd. Bhandari holds an MBA from SP Jain University in Mumbai and completed an executive management program at IMD Business School in Switzerland.