The Japanese Tyre Maker Combines Operations, Eyes Second-Place Position in Off-The-Road (OTR) Tyre Segment.

Yokohama Rubber Co. is betting big on heavy machinery tyres. The Japanese manufacturer completed its USD 905 million acquisition of Goodyear Tyre & Rubber Co.’s off-the-road (OTR) tyre business in February and has already begun an aggressive expansion strategy that includes a USD 35 million Romanian plant purchase and the appointment of veteran industry executive Loic Ravasio to lead the combined operations.

These moves elevate Yokohama to third in the global OTR market, but ambitions are set higher. Loic Ravasio, now president of Yokohama’s combined OTR business, has made it clear that the goal is to become the world’s second-largest supplier of specialised tyres for mining and construction.

“The essence of the acquisition is to grow and gain market share and not only to maintain our 3rd position but aim to be number two in the near future,” Ravasio said. “We have the people, the knowledge and the products for it.”

The acquisition represents the largest strategic investment under Yokohama’s ‘Hockey Stick Growth’ initiative, part of its Yokohama Transformation 2026 medium-term management plan. The deal brought Yokohama not just Goodyear’s extensive product lineup – spanning tyre diameters from 25 inches to ultra-large 63-inch models – but also advanced manufacturing technologies, established brand recognition and approximately 500 specialised employees.

STRATEGIC COMPLEMENTARITY

Goodyear OTR achieved USD 678 million of annual sales as of fiscal 2023, bringing important scale to Yokohama’s off-highway tyre business. However, above and beyond the revenue increase, Ravasio highlights how the two operations are complementary both geographically and in terms of product specialisation.

“The two businesses literally complement each other from a product point of view as well as presence point of view,” Ravasio explained. “Goodyear OTR is strong in Europe, APAC and Canada, whereas Yokohama OTR is strong in the US and Japan. Goodyear OTR has excellent ultra large haulage tyres, whereas Yokohama has mobile crane and port tyres.”

This product and geographic synergy is the basis for Yokohama’s strategic challenge to entrenched market leader Michelin and Bridgestone. The merged company now has what Ravasio terms “a broad, complete OTR portfolio offering from the smallest to the biggest tyres, delivering top performance and services in any application.”

The integration extends beyond product lines to leverage operational efficiencies in procurement, manufacturing, finance and legal operations. Yokohama has preserved the key intellectual property, seasoned personnel and service capabilities that made the Goodyear OTR business worth acquiring while introducing its global organisational strengths to increase operational effectiveness.

EUROPEAN EXPANSION STRATEGY

Yokohama’s drive for expansion was evident just months after it sealed the acquisition of the Goodyear OTR business. In May 2025, the company paid USD 35 million to purchase fixed assets, including land, buildings and manufacturing equipment, at a closed tyre factory in Drobeta-Turnu Severin, Romania.

The facility, Yokohama’s first significant European production site for OTR tyres, covers 200,000 square metres and will manufacture the full range of mining and construction tyres, including ultra-large sizes for global mining operations.

“The Romanian asset is a first step in the expansion,” Ravasio said. “We will be producing most of the OTR range in this factory, including the ultra-large tyres. We are working diligently on assessing solutions such as green field and/or brown field at the right locations to further grow and better serve our customers.”

The Romanian investment timing is part of a larger market trend behind the demand for OTR tyres. Global infrastructure development in roads, rails and residential projects continues to grow with the transition towards the green economy, which necessitates huge volumes of mineral extraction to produce electric vehicle batteries and renewable energy systems.

“These growing needs are driven by a growing world population that needs more housing, more roads, more communication means, plus the push for green(er) economy with the electrification of the world,” Ravasio noted.

INNOVATION THROUGH DUAL R&D CENTRES

The acquisition provides Yokohama with two R&D facilities, one in Japan and the other in the US. Rather than merging them, the company will utilise both to accelerate innovation and share best practices globally.

“Having two R&D centres will accelerate and intensify our innovation while learning best practices and continuously improve our overall performance,” Ravasio explained. The collaboration has already yielded practical benefits, with engineers able to combine Yokohama OTR casings (the structural base of the tyre) with Goodyear OTR tread compounds to enhance tyre performance.

The dual-centre approach addresses the complex technical challenges in OTR tyre development. These products must withstand extreme operating conditions while delivering optimal performance metrics that directly impact customers’ operational costs. As Ravasio puts it, “OTR tyres remain a complex assemblage of diverse technologies and solutions to deliver the required performance.”

Innovation priorities are driven to address changing customer needs for performance, sustainability and service. Industry pressure towards ‘Faster/Further/Heavier’ operations creates greater stress on tyre manufacturers to produce products capable of supporting more rigorous applications while being reliable and cost-effective.

MARKET DYNAMICS AND CUSTOMER EVOLUTION

Different principles from consumer tyres drive the OTR tyre business. Buyers – mainly from the mining, construction and infrastructure sectors – prioritise the total cost of ownership, which presents opportunities for manufacturers focused on durability and service.

“The OTR tyre market is very dynamic by nature. The industry has always been driven by the best cost of ownership,” Ravasio said. “The products, services and solutions provided must help our customers to optimise their operations.”

This emphasis on operational efficiency has grown stronger as customers are under pressure to be more efficient and less environmentally aggressive. Environmental concerns now influence the choice of tyres, prompting manufacturers to develop solutions that offer both performance and environmental friendliness.

Yokohama’s sustainability strategies involve lower-resistance compounds, improved materials, energy-efficient manufacturing and total retreading solutions. It has the industry’s sole OTR retread factory owned by a tyre manufacturer, and through this, it offers customers the opportunity to extend tyre life and minimise waste.

INTEGRATION CHALLENGES AND OPPORTUNITIES

Successfully integrating two large tyre operations presents significant operational and cultural challenges. Yokohama’s approach prioritises continuity for both customers and employees during the transition period.

“Our immediate priorities are and always will be our customers and our employees,” Ravasio emphasised. “For our customers, we aim to ensure a smooth transition, business continuity and a combined, more comprehensive portfolio of products, services and solutions to support them in their business growth.”

Employee integration focuses on creating development opportunities within a larger global organisation. Yokohama retained all Goodyear OTR personnel, recognising that their expertise and customer relationships represent much of the acquisition’s value.

“The critical parts of this acquisition were the IP knowledge, the experience and the people more than the equipment and the products. We kept all of that,” Ravasio said. The company has established a global leadership team combining experienced executives from both organisations to design the integrated structure and manage the transition process.

FINANCIAL TARGETS AND GROWTH STRATEGY

Yokohama prioritises market share gains and customer satisfaction over raw revenue for the merged OTR business. The growth strategy focuses on targeted investments in key geographies and technologies to enhance performance and quality at a cost-effective level.

The financial effect of the acquisition will start to be reflected in Yokohama’s consolidated performance from the first quarter of 2025. The company is now determining the exact earnings contribution as the integration continues.

Ravasio’s appointment to the post of president of the merged OTR operations marks a commitment by Yokohama to aggressive expansion. Ravasio reports to Nitin Mantri, Co-Chief Operating Officer and Head of the Off-Highway Tyre Unit, and will leverage his global tyre industry expertise to lead the next phase of growth.

“I’m humbled and excited to take on this important role at Yokohama, a company focused on growth and expansion,” Ravasio said upon his appointment. “We have a great future ahead, with the best associates in the industry and an outstanding value proposition to serve our customers.”

FUTURE MARKET POSITION

The long-term development curve of the global OTR tyre market underpins Yokohama’s ambitious expansion goals. The development of world infrastructure and the mineral extraction needs of the unfolding green economy transition are expected to sustain demand for heavy-duty tyres in various applications.

Yokohama aims to capitalise on OTR market growth to steal share from larger rivals. By combining Yokohama’s operations, Goodyear’s customer base and expertise and targeted manufacturing investment, executives believe they have a winning formula.

“As we invest in growth, our expansion strategy is based on the right location and the right technology/equipment to deliver top performance and quality and the right cost,” Ravasio explained.

The global reach of the company offers flexibility to supply customers in diverse markets while maximising production and distribution networks. With secure positions in complementary geographic locations and product categories, the integrated operation can provide end-to-end solutions to multinational customers engaged in multiple markets.

INDUSTRY OUTLOOK AND COMPETITIVE RESPONSE

The next three to five years will pose a challenge to Yokohama’s capacity to implement its aggressive growth strategy in a more competitive market. Its peers will not surrender market share without reacting to Yokohama’s improved competitive footing.

Achievement will depend on continued technological progress in tyre compounds, manufacturing techniques and digital technology to achieve progressively higher performance standards. The development of the industry towards more sustainable, more technologically sophisticated products presents opportunities as well as challenges for all producers.

“In the today and tomorrow of the OTR tyre market, it will be crucial to continue innovating in compounding, manufacturing processes and digital technologies to meet the evolving and stringent needs of the industry,” Ravasio observed.

Yokohama’s dual R&D centres and expanded global presence provide tools to compete effectively. Still, execution will determine whether the company can achieve its goal of becoming the world’s second-largest OTR tyre supplier.

For now, the company expresses confidence in their strategy and capabilities. As Ravasio puts it: “We look forward to celebrating it when we will be a strong number two in the near future.”

Alena Bauer has assumed leadership of Continental’s PR and internal communications for its tyre replacement business across Europe, the Middle East and Africa (EMEA) with effect from 1 June 2025. This appointment finalises the integration of the company’s internal and external communications teams under a unified structure.

Bauer brings 15 years of international communications expertise, including roles as Media Relations Manager at MTU Maintenance, Senior PR and Internal Communications Manager at RICOH Germany and Head of Marketing at Redaktionsnetzwerk Deutschland. She joined Continental in her most recent position overseeing internal communications for Tires EMEA. In her expanded role, Bauer now reports to Egemen Atış, Continental Tires EMEA’s Head of Strategy, Analytics and Marketing, reinforcing the strategic alignment of communications across the region.

Egemen Atış, Head of Strategy, Analytics & Marketing, Continental Tires EMEA, said, "By combining our internal and external communications, we are creating an integrated communications structure that optimises synergies. Alena Bauer has extensive experience in both areas and knows how to combine strategic communication with a clear understanding of target groups and messages. Under her leadership, the team will communicate our content consistently, efficiently and effectively across all channels, both internally and externally.”

Apollo Tyres is set to further strengthen its winter tyre and outdoor tyre testing capabilities with the inauguration of its new outdoor tyre testing facility at Invalo, Finland.

The new facility is being developed under a long-term agreement with UTAC, a globally recognised automotive testing and certification group, which also will incorporate exclusive, tailor-made infrastructure, dedicated tracks for real-world testing conditions.  

Daniele Lorenzetti, Chief Technology Officer, Apollo Tyres, said, “This is a strategic investment in autonomy, efficiency and agility. With this test track fully dedicated to us in UTAC proving grounds, we eliminate bottlenecks, increase our cost-effectiveness, gain full control of test schedules, and empower our teams to iterate and validate products, both Apollo and Vredestein brand, on their terms – especially during the critical winter season.”

The facility's primary focus will be on testing the snow and ice performance of both Apollo and Vredestein brand tyres. This investment is part of a broader strategy by Apollo to strengthen its development programs in the face of increasing regulatory oversight and unpredictable weather patterns. The new facility is set to be fully operational by December 2025 and will immediately begin supporting the development of current and future tyre lines.

As global demand for high-performance and sustainable speciality tyres rises, Indian manufacturers are stepping up, and CEAT is not behind. With a bold ambition to derive a quarter of its revenue from international markets, the company is leveraging deep farmer insights, advanced research and development capabilities and a quality-first mindset to penetrate competitive regions like Europe and North America. Its growing presence among global OEMs, automation-led manufacturing and entry into OTR segments signal a strategic evolution aimed at long-term global leadership.

The international tyre markets are getting ripe for Indian tyre makers. Every major tyre maker in the country is vying for a piece of share in European and American markets. While Europe has been predominantly the go-to market for Indian brands, recent expansions have led giants like CEAT explore speciality tyre markets in North and South America too. And the reason for a successful ride is its farmer and quality-first approach.

Speaking exclusively to Tyre Trends, Amit Tolani, Chief Executive at CEAT Specialty, said, “We’re aiming for 25 percent of our revenue to come from international markets. Currently, our key markets for exports include Europe, North America and Brazil in South America. Apart from these, South Africa and Australia round out our top five regions for off-highway tyres (OHT).”

CEAT has been steadily investing in capacity to ensure that it can meet demand across volumes and variety as it’s essential to have a complete product portfolio and sufficient production capacity to cater to these markets effectively.

“Our growth strategy for OHT revolves around completing the range, beyond agriculture and entering product white spaces where we have minimal offerings. This will help us deepen our presence in existing markets, enter new ones and diversify our portfolio further,” added Tolani.

However, the executive acknowledged that capturing the OHT tyre market in Europe is not an easy task considering its high competition. “In OHT, the first priority is to have a full-range product offering. We decided early on that we must become a one-stop shop. If our distributor or partner can’t find all their SKUs with us, they’ll look elsewhere. Today, we cover 70–80 percent of the SKU

range needed across major geographies. The remaining long tail is large in number and we’re actively working to close those gaps,” explained Tolani.

Differentiation is the next piece. CEAT’s quality-first approach has enabled it to enter international as well as local OEMs. Validating its tyres through OEMs is a rigorous process, but it gives customers and farmers confidence in product quality.

Europe is currently the larger market for the company as a cluster, but it’s growing rapidly in North America, especially in Canada, where it supplies to many OEMs and is present in the replacement market as well. In the US, it follows a multi-distribution strategy with good channel coverage.

EVOLVING DEMANDS

Tolani noted that there is an increasing demand for technologically advanced tyres in these markets due to changes in farm machinery. And to satiate it, CEAT offers increased flexion (IF) and very high flexion (VF) tyres. These tyres flex more, improving soil contact and resulting in higher farm productivity. Both technologies are designed to allow tyres to carry heavier loads at lower inflation pressures. VF offers greater flexibility than IF, translating into better soil protection and improved traction.

Citing an example of working closely with OEMs, Tolani said, “Farms in Brazil are often located on sloped terrain. One OEM there asked for tyres that wouldn’t skid on gradients and we developed custom sizes and tread designs to meet this specific need. We work closely with OEMs and end users to understand such requirements and develop tailored solutions. This farmer-first approach underpins our research and product development.”

The executive also noted a trend of de-premiumisation in agricultural tyres as farmers are moving away from traditional premium brands and leaning towards quality players like CEAT, especially as the performance gap has narrowed significantly.

“We now deliver nearly comparable performance at more accessible price points. So our value proposition, which is quality-first products at competitive prices, resonates well, particularly in uncertain market conditions with rising tariffs and volatility. Even in slowdown years, Indian brands like ours have grown in global markets. We believe this trend will continue and CEAT is well-positioned to benefit from it,” averred a confident Tolani.

The company’s penetration in these markets starts with an OE-first approach, wherein farmers see the tyres on OEM-fitted equipment, which builds trust in the brand. This naturally drives traction in the replacement market.

The tyre maker is also expanding country-wise and region-wise, ensuring it has a strong on-ground teams across Europe, North America and South America to deepen the market presence.

AUTOMATION AND SHARE

The world of tyre manufacturing is unequivocally leaning towards automation for reducing downtime and increasing production efficiency. Riding on these two pillars, global giants have reorganised internal processes, and Indian tyre makers, including CEAT, are not shy of such advancements.

“Our Ambernath plant has a high level of automation. Unlike traditional OHT plants that rely on heavy manual labour, our facility is run by highly trained women operators, which is proof of how advanced and safe our systems are. With just the push of a button, they can produce high-performance tyres,” said the executive.

He added, “Our plant is unique in that it supports highly flexible production. We can manufacture single units based on customer demand. That’s rare in this industry and is a significant competitive edge in meeting varied and low-volume speciality requirements.”

CEAT has dedicated vendor capacity for tyre moulds too. Since it serves a wide range of OEMs globally, turnaround time is critical. It works with trusted partners in India and abroad, who are aligned with its well-structured annual and monthly planning cycles. For complex or urgent requirements, it co-develops solutions with these partners.

Currently, CEAT has a combined manufacturing capacity of approximately 350 tonnes per day in the speciality segment.

Commenting on current market challenges in the segment, Tolani explained that serving OEMs requires agility as their specifications change quickly, especially if a particular vehicle model needs to be revised or discontinued. CEAT’s ability to handle smaller lot sizes and fast turnaround helps it stay ahead.

In the aftermarket, its biggest challenge is awareness. “Farmers in Eastern India, where rice is cultivated in flooded fields, need different tyres than those used in drier regions. We’ve developed tyres specifically for rice puddling and now the task is to educate the farmer on why this new design performs better than conventional options. We conduct field meets and demos to bridge that knowledge gap,” noted the executive.

He also divulged that selling speciality tyres is a different ballgame compared to passenger or commercial tyres. It’s highly consultative and requires deep technical knowledge. Some of CEAT’s international sales professionals have over 30 years of experience in the segment.

“We have a healthy mix of seasoned professionals, mid-career talent and freshers. We also deploy product specialists in key markets like Europe and North America, who train and support the front-line sales teams. Our research and development team are closely involved in this process as well,” contended Tolani.

EXPANSION PLANS

Currently, CEAT’s revenue split in the OHT segment is around 60 percent domestic and 40 percent international. It aims to increase the international share in the near future.

“We’re now expanding into construction and mining (OTR) tyres. This segment accounts for nearly 70 percent of the OHT market, while agriculture makes up the remaining 30 percent. The next big step for us is manufacturing all-steel radial OTR tyres,” said Tolani.

He added, “We’re upgrading our Ambernath plant to start production of these tyres. Testing will begin this year, followed by phased market entry. This expansion is critical not only to enter a new category but to become a one-stop shop for our channel partners.”

Sharing the reasons for entering the segment, Tolani said that being present across categories gives the company more share of wallet and with India’s ongoing infrastructure boom, there’s significant domestic demand as well. So, while exports remain a priority, the Indian market for OTR steel is also ripe with opportunity.

Over the next five years, CEAT aims to establish itself as a significant global player in agriculture, OTR and track segments. “We plan to increase our international footprint and continue building on our philosophy of innovation, speed and customer-centricity. With the planned acquisition of Camso, we will have access to global customers and product portfolio of construction OTR and tracks, thus accelerating our white space coverage,” quipped Tolani.

He also noted a trend of consolidation within the global tyre sector: “We’ve already seen large global groups acquiring speciality players. Material handling and solid tyres are also part of this trend. The real opportunity lies in how the segment evolves and premiums over time. That’s where differentiation and depth of capability will matter most.”

Backed by farmer insight, technological depth and a nimble, quality-first mindset, CEAT is redefining what it means to be a global Indian tyre brand. With bold moves into OTR and international markets, its speciality tyre journey is only just gaining traction. n

INNOVATIVE SOLUTIONS COMING UP NEXT!

CEAT is investing heavily in research and development for speciality tyres and has also achieved commendable feats. It currently manufactures the world’s largest agricultural tyre by size, claimed Tolani.

“We developed it for an OEM in Canada. We also make the world’s widest sprayer tyre. Developing them required significant engineering. We’re constantly working on new sizes, technologies like VF and IF, custom tread designs and machine-specific applications,” he contended.

The company’s approach to innovative solution is demand-led as it inculcates the needs of OEMs and farmers within the development scene and responds with highly specific, performance-driven innovation. Whether it’s anti-skid designs for Brazilian slopes or sprayer tyres with large footprints, its research and development team is geared towards meeting future agricultural demands.

Moreover, the company has an 80 percent sustainable agricultural tyre made from sustainable materials. It’s currently undergoing testing at Finland and will be officially launched at the upcoming Agritechnica exhibition. This is one of the major innovations the company is excited about.

“We’re also collaborating with our partners to develop intelligent tyres for port applications. These tyres will be equipped with embedded chips that enable real-time tracking of usage, wear patterns and operational hours, transforming them into smart, connected components of port machinery,” divulged Tolani.

In the past, CEAT has partnered with an Israeli start-up to develop cup-wheel and airless tyres. “There’s a lot of innovation happening in this space, especially because downtime is so critical for farmers. We often think of tyre downtime from the perspective of a car or truck owner, but when a farmer’s tractor stops in the middle of a field, it’s a major operational and emotional setback. We’re focused on reducing that risk through smarter and more resilient products,” contended Tolani.

The manufacturer is also seeing a shift in the industry towards electric tractors and machines, which require higher torque and frequent stop-start movement. That means specialised compounds and tyre designs, and it has developed a dedicated range to meet those needs as well.

Commenting on the company’s research and development strength, Tolani explained, “Most of our research and development happens in Mumbai, India, but we also have a strong global setup. We have a design and validation centre in Germany and a satellite design cell in Israel that contributes valuable inputs. In India, our core research and development is centred at our new research and development hub in Ambernath. Additionally, we utilise our research and development facilities in Chennai and Halol for materials, compounding and simulations.”

The executive also thinks that sustainable materials in speciality tyres is not just a trend but a necessity. He acknowledged that sustainable inputs are costly and require significant investment in research and development, but global warming is not a theoretical issue anymore. Consumers, especially in Europe, are becoming far more conscious.

“Sustainable materials in tyres may be expensive today, but with scale and progress, we expect cost normalisation. CEAT is committed to this journey and wants to give customers that choice,” Tolani concluded.

With a sharp focus on performance, precision and sustainability, CEAT is redefining the future of speciality tyres through customer-led innovation. Its global research and development network and strategic collaborations signal a long-term commitment to smarter, greener mobility solutions.

JK Tyre & Industries is aiming for double-digit revenue growth in FY2026, outpacing its forecast for single-digit expansion across the broader tyre industry. Managing Director Anshuman Singhania outlined the company’s ambitions during a post-earnings media call, underscoring confidence in demand recovery and strategic market positioning.

Q1 Performance Overview

For the first quarter of FY2026, JK Tyre reported revenue of INR 38.91 billion, with EBITDA at INR 4.24 billion, translating to a margin of 10 percent. Net profit stood at ₹1.55 billion — up 51 percent compared with the previous quarter, but down 21 percent YoY.

Singhania attributed the annual decline to muted original equipment (OE) demand, particularly in truck and bus radial (TBR) volumes, alongside higher raw material costs compared to the same period last year. He also highlighted an adverse impact from the company’s Tornel business in Mexico, which faced uncertainty due to tariffs on exports from Mexico to the United States, dampening volumes.

Resilience in Domestic and Export Markets

Dr Raghupati Singhania, Chairman and Managing Director, JK Tyre & Industries, said, “The growth momentum in domestic markets remained robust in Q1, with JK Tyre clocking a sales growth of 11 percent YoY, as contributed by a steady demand for our products in both replacement as well as OE segments, underscoring JK Tyre’s continued focus on core growth drivers and strengthening market presence.”

“Despite a challenging and uncertain macro-economic environment, exports of passenger car tyres witnessed a strong traction both on QoQ and YoY basis, signifying pull for our products and enhanced brand perception in the global markets,” said Dr Singhania.

Operational efficiencies and strategic pricing supported performance, even as natural rubber prices remained elevated. Subsidiaries Cavendish (India) and Tornel (Mexico) continued to contribute significantly to the group’s consolidated financials.

Operational efficiencies and strategic pricing supported performance, even as natural rubber prices remained elevated. Subsidiaries Cavendish (India) and Tornel (Mexico) continued to contribute significantly to the group’s consolidated financials.

Regarding trade tensions between India and the US, Anshuman Singhania noted that exports from India to the US account for only around 3 percent of JK Tyre’s revenue and could be redirected to markets such as Mexico, Latin America, Brazil and the UAE if required. With zero tariffs in Mexico, JK Tyre can utilise its production base there to meet demand for both passenger and truck radials. The EU and UK, where JK Tyre holds a strong position in the TBR segment, also remain tariff-free.

Capacity expansion

The company’s INR 14 billion capital expenditure plan is progressing on schedule, covering passenger car radial (PCR), TBR and all-steel truck radial projects. For the year, investment is expected to total INR 9-10 billion, aimed at boosting production capacity by 30-40 percent.

A key driver for future profitability is the shift towards premium products. The share of 16-inch and above passenger car tyres in JK Tyre’s portfolio has grown from 18 percent in FY2020 to 25 percent in FY2025, with a target of 40-45 percent over the next two to three years. This change is being fuelled by rising SUV sales, larger rim sizes in entry-level cars and strong export demand.

The company has also developed a complete range of tyres for electric vehicles, spanning commercial truck radials, bus tyres, passenger radials and two/three-wheeler tyres  Major OEMs such as Ashok Leyland’s Switch Mobility and Tata Motors are sourcing these products, including for last-mile connectivity vehicles and newly launched EV buses.

Market Outlook

The replacement market has been a bright spot, with passenger radial volumes up 32 percent year-on-year and truck radial volumes growing in the high single digits. JK Tyre expects demand to strengthen in the second half of FY2026, supported by infrastructure development, a favourable monsoon, potential interest rate cuts, and improved consumer liquidity.

Anshuman Singhania stressed that the worst of raw material price pressures appear to be over, paving the way for margin improvement as the product mix shifts and capacity utilisation rises. With the small car segment’s gradual decline offset by growth in premium categories, JK Tyre remains confident in sustaining momentum.

“Overall, India is poised for growth,” Singhania concluded. “We see positives across the board — from infrastructure push to evolving consumer preferences — and we are well-positioned to capitalise on these trends.”