The Indian two-wheeler market has always remained steady even when a pandemic crisis like COVID 19 strikes and locks down industries, especially the automotive industry, which was even otherwise facing severe slow-down. Like many other Asian countries, India has more 2-wheeler users than car people. Two-wheelers are part of a middle-class Indian’s daily life. Even for the more affluent segment, and especially for youth, 2-wheelers are much sought-after – even a trend statement. As consumers are turning more health and environment conscious, bicycles also have now become very popular.

This trend has helped the 2-wheeler tyre industry greatly. The sector has been bringing good news to the tyre makers, no matter how slow the other segments worked.

“Motorcycle & Scooter tyre sales have performed better than other passenger tyre categories amidst this slowdown, Amit Tolani, VP Marketing, Ceat Tyres, told Tyre Trends. “This is primarily due to restrictions in travel by public transportation and lower consumer confidence in using shared mobility - leading to increase in usage of motorcycles as a personal transport medium.”

“We believe the demand would be there for motorcycle tyres more in rural areas, as the return of migrant workers will couple with lesser use of public transport,” Tolani added. “Urban demand has also increased due to the same reason and we expect it to pick up further as lockdown restrictions ease.

According to him, there is a shift in terms of adoption of tubeless technology. “OEMs are also shifting from tube type to tubeless technology and hence this would reflect in an increase in adoption & demand of tubeless tyres going further up in the near future.”

The industry is now moving into radialisation from bias technology. This is similar to what happened in 4Ws many years ago. With this radialisation technology, tyres would be much better in terms of providing improved ride & handling, providing maximum grip, control & safety to the bike rider & providing a higher fuel efficiency, Tolani said.

He added: “We had earlier launched Gripp X3 range of bike tyres and are now extending it to scooter tyres. This is an innovative product which comes with a Dual compound technology with an USP of everlasting grip, providing maximum grip till the end of tyre life.

“Going forward, we expect tyres with low rolling resistance and low noise coming in to cater to the nascent but fast-growing Electric Bike space. Again, CEAT has taken an early lead in this space by being the tyre partner of most EV Bikes.

 “We are partnering with all leading OEMs for steel radial tyres, which will further provide strength and durability as compared to the existing fabric radial tyres. In addition, we will consolidate our leadership position for Electric Bikes, which will be the next generation solution for this fast-growing space.”

Madhavan P, Executive Vice President- Sales and Marketing, TVS Srichakra, also pointed out that apprehensions on using shared / public transport and a shift to personal mobility due to COVID-19 is expected to push the two-wheeler and the two-wheeler tyre demand in the coming quarters.

He said: “Tyre sales have seen improvements in the month of June and the trend is expected to continue. We are upbeat about the demand and anticipate it to do better in the aftermarket segment, though the OE business will take some more time.

“We are fully prepared to lead our customers into the future of riding with our technologically advanced and high-performance range of tyres. Our R&D centre in Milan helps us tap into international trends in tyre technologies and innovations, with this advantage we will continue to adopt cutting-edge technology and offer world class products.

“Our new brand TVS Eurogrip is still very new and has a very distinct offering. It is one of the major marketing initiatives we have embarked upon in recent years, and the brand is still in nascent stages. In the coming year we will be offering a range of TVS Eurogrip products to meet the expectations of the new age rider. All our recent product introductions including our radials and tubeless patterns have gained good acceptance in the market, the focus going forward will be to further increase our product range with upsize tyres for bikes in the urban sport segment.”

Vinod Gopalakrishnan, Business Head-India operations, Timsun Tyres India, leading tyre dealers, said there has been “a vertical growth in motorcycle tyre sales in the last 2 months despite many big pockets like Mumbai, Chennai were in lock down. Motorcycle tyre market is expected to grow at a high pace further in future. The motorcycle /scooter market is witnessing a revolution in India as the niche, sports and performance motorcycle sales are showing a vertical growth. This manifests that the purpose of riding is getting evolved from just commuting to passion and pleasure. Along with the increase in vehicle population, now the usage per vehicle also is drastically increasing which results in consumption of parts like tyres.”

Timsun has started ground works to manufacture tyres in India.

Tyre mayhem

Have you ever thought about buying a new tyre for your motorcycle? If yes, then you’ll know why it’s an endless search. Ranging from tread pattern, to the kind of rubber compound used, to the size, the options are abundant.

Road tyres: These are the standard tyres that most motorcycles come fitted with. They are made of a harder rubber compound and have more treads etched in. The harder rubber compound used means that it will last longer and is more resistant to harsh road debris. They offer sufficient traction but only at lower speeds as they’re meant for city use. The high side wall on these tyres allows for a more comfortable ride, but limits the lean angle of your motorcycle.

Sport tyres: Not to be confused with racing tyres, Sport tyres are meant for road use only. The rubber compound used is much softer offering excellent grip on tarmac but with the downfall of not lasting as long as regular road tyres. They have fewer tread patterns allowing for a bigger contact patch while still being able to dispel a little water. Sport tyres also allow you to ride at faster speeds without compromising on traction and cornering grip.

SuperSport tyres: The premium segment in motorcycle tyres are the SuperSport tyres. They are sticky tyres which love hugging the road, as long as they are warmed up. SuperSport tyres offer paramount grip at high speeds on dry surfaces but lack wet weather traction due their low and scarce tread depth. You can even drag your knee around corners comfortably knowing the tyre has more grip than you’ll need.

All-Terrain: These tyres are characterised with a bulky tread pattern and depth. They are mainly for those who like riding on a mix of different surfaces like road to dirt. Their dual purpose lets you ride on and off road without having to change your tyres. Unfortunately, this means that they use a harder rubber compound. This offers less grip on dry road surfaces at faster speed, but performs really well in wet weather and on loose surfaces like gravel and mud.

Off-Road tyres: Off-road tyres are slowly becoming popular in India as the number of riders interested in dirt riding is increasing. These tyres have very distinct knobs made specially to dig into the dirt. They are meant only for riding on dirt trails and competitions. Don’t even try to use them on normal road surfaces, unless you like wobbling around while trying to ride in a straight line.

Racing Slicks: You won't find these tyres at your regular tyre shop. They are used only on race tracks and require tyres warmers in order to give you any grip at all. These tyres have a high heat resistance to allow you to ride at 300km/h and have different rubber compounds in different parts of the tyre to give that racing edge. It’s perfect for track days at the Budh circuit.

 Customisation

If you’re bike crazy, the first thing you would do once you get it is to customise it. It’s not about transforming the bike into a radical chopper or a cafe racer, but small things like hand guards, fog lights and, of course, stickers! Our motorcycle is an extension of us. The way we customise it says a lot about our inner personality and our taste in aesthetics.

Mustafa Bakri (24), a graphic designer in Mumbai, says: “I bought the Hero Xpulse 200 for touring purposes, and a few trail rides on weekends. It looked like a go anywhere kind of bike and I’ve realised that it’s extremely comfortable on Mumbai roads.

“I've added a Top Rack with a backrest, brighter LED indicator lights, a softer seat, auxiliary lights, Hand guards, a taller wind breaking visor and plenty of stickers. The Hero Xpulse looks like an off-road motorcycle but I've tailored it for touring use. I made all these tweaks to my motorcycle so that I could tour and travel comfortably and safely”.

Bigger not always better!

Tyres too are an expression of one’s style. Tyre sizes and tread patterns don’t change as frequently as the garments, but they have evolved over time to give a stylish look to your motorcycle. Tyre treads vary from the basic ribbed tyres like the MRF Zapper RF to the Pirelli Sport Demon and even the odd squiggly lined Timsun TS 660.

As tyres go, the general belief is that a bigger tyre gives you more grip and looks really badass. That’s true, but only in part. Bigger tyre gives you a bigger contact patch while riding in a straight line. But it changes the dynamics of how your motorcycle handles while cornering and on uneven roads. The key point to remember is you can’t exceed the tyre size recommended by the motorcycle manufacturer. The rim dimeter and width play a crucial role with tyre size and how well the tyre will perform with your motorcycle. In fact, putting a bigger tyre on a motorcycle that doesn’t support it will reduce your mileage considerably and if it’s too big, you may even have to change the swingarm.

Tyre sizes vary significantly, those numbers written on the sidewall of the tyre as 120/70/R17 is the tyre width, aspect ratio and rim size respectively. These numbers can help you when choosing a new tyre for your motorcycle. Just remember not to go beyond rim size, whereas a slightly different width and aspect ratio may work better depending on your riding style and the terrain you travel on.

A point to keep in mind though - any modification to a motorcycle is illegal as per RTO regulations and your motorcycle can be impounded with a hefty fine. The decision is yours.

Should you change your stock tyre

The tyres that come with your motorcycle have been chosen based on a variety of factors like road abuse, life span, all weather traction and fuel efficiency. They will give you good road grip, adequate wet grip and last you a couple of years. However, there are motorcycle enthusiasts who run through the lifespan of their tyres rather quickly and there are those who know what they want from the get go. Many bikers upgrade their original tyres to ones that either give them better grip on tarmac or give better longevity and grip for touring on different terrains.

It all depends on where you ride your motorcycle the most and the kind of traction you want. Road tyres will work great on the tarmac in all weather conditions and last long, Sport tyres work brilliantly in dry and smooth tarmac, whereas All-Terrain tyres work well for touring.

Calvin Vaz, 37yrs, Sound Engineer in Mumbai, said: “I booked a Bajaj Dominar 400 late last year. The bike comes stock with tyres meant for riding on the tarmac but I wanted to tour different parts of India on this bike. Given that I'm likely to spend quality time on bad roads, I needed a tyre that was closer to 60/40. So, I researched for almost a month and called several dealers to check for the tyres that I wanted. Unfortunately, all the dealers had tyres that were over a year old. Tyre dealers were not helpful in offering me a good value for my stock tyres. I literally rode straight from the showroom to the tyre shop and got my tyres changed the day I bought the bike. I now have Pirelli Rally Scorpion STR tyres on my bike and I'm very happy with them.”

The possible and the impossible!

Every bike manufacturer has done a lot of research on different types of tyres for a particular motorcycle before they launch it in the Indian market. They look at tyres that would serve the intended use of the motorcycle along with longevity. Motorcycles can’t be made customised from the factory. Which is why we make a few modifications to our bikes to suit our style.

As far as tyres go, no authorised motorcycle dealer will allow you to change the stock tyre that comes with your motorcycle, as it voids the warranty. But if your warranty is over, there are plenty of tyre dealers who will sell you every single tyre they have (even if it’s not right for you). Motorcycle tyre shops will always ask you about the tyre size, rim diameter and the ratio you are looking for. But if they don’t have the tyre you’re looking for, they’ll recommend a tyre with a different ratio. This is where you need to be vigilant and not compromise on style over safety and performance.

 

All those bikes! Motorcycles, just like people, come in all kinds of shapes and sizes. The categories vary considerably. Scooters make up the majority of two-wheeler sales in India, mainly because of its user friendliness. Most motorcycle users learn riding first on a scooter. They are easy to ride, nimble in traffic, and have plenty of storage for the daily grocery ride. These days they have undergone a generation make-over, becoming trendier, with a host of features like LED lights, USB charging ports and now even Bluetooth connectivity. As far as popularity goes, street bikes come in close to scooters. Mostly because they are affordable, don't weigh much and are easy to maintain. If you like speed and sweep corners with your knee, then sport motorcycles are yours. They are fast, have great air flow dynamics and push the limits of a rider's capability both on road and on the track. Cruiser motorcycles are great for laid back and relaxed riding while still munching down those kilometres. They are built for long hauls on highways. Adventure bikes are tall motorcycles with massive ground clearance and will require a higher skill set to ride. These aren’t your ordinary everyday motorcycles but once you get the hang of riding one, you’ll never want to go back to any other motorcycle. Dual sport motorcycles are lighter than Adventure bikes and more terrain focused. They are great for going off-road riding in the mountains while offering a superb comfort level on pot hole infested roads. Bicycles Cycling is fast becoming a fitness trend. Cycle sales have gone up in recent times due to high fuel prices and the COVID-19 pandemic. Cycling is quickly becoming popular in the metros and buyers are filled with options as far as features and prices go.  Cycling is not only a great way to exercise, it also boosts your metabolism rate, stamina and gives you a chance to ride together with friends and family. The best part is, age is no bar to ride a bicycle.

 

 

While the tyre and rubber industries are experiencing one of their most dynamic periods thanks to North American integration, the retreading sector continues to face economic, cultural and market challenges in its efforts to regain momentum.

Few Latin American economies currently occupy as strategic a position within the global tyre industry as Mexico. The combination of manufacturing capacity, geographic proximity to United States and the advantages provided by the United States-Mexico-Canada Agreement (USMCA) has consolidated the country as one of the leading tyre and rubber manufacturing hubs in the region.

In recent years, US trade policies directed at producers located outside North America have further strengthened this position. Investment relocation, nearshoring strategies and the need to secure regional supply chains have created particularly favourable conditions for Mexican industry.

The effects are visible throughout the value chain. Tyre manufacturers, rubber compound producers and raw material suppliers are operating at high activity levels, largely driven by demand from the US market. Industry stakeholders consistently point out that the current challenge is not finding customers but maintaining sufficient capacity to meet North American demand.

The rubber compound industry is perhaps one of the clearest examples of this trend. Benefiting from the regional trade environment, many companies are operating close to full capacity, supplying tyre manufacturers as well as other rubber-related industries. A similar situation can be observed among several retreading material suppliers, whose primary concern is not local demand but their ability to meet growing requirements from United States.

Yet, while manufacturing is experiencing a period of expansion, the retreading sector faces a very different reality.

The paradox is striking. In a country that markets more than 40 million tyres annually and possesses one of Latin America’s strongest industrial platforms, retreading has not been able to regain a sustained growth trajectory.

During his presentation at the Latin Tyre & Auto Parts Expo Panama 2025, Juan Carlos Hernández, then Commercial Manager of Hules Banda, presented figures that help illustrate the scale of the challenge. According to the data presented, Mexico marketed more than 40 million tyres during 2024, with an estimated potential of over five million tyres suitable for retreading. However, only around 960,000 units were actually retreaded, representing a retreading rate of approximately 18 percent.

The figures become even more revealing when analysing installed capacity utilisation. While tyre factories report average idle capacity levels close to 14 percent, retreading plants operate with approximately 70 percent idle capacity. Furthermore, during the first months of 2025, retread production showed a decline of nearly 9 percent compared to the previous year.

The reasons behind this situation appear to be less related to technical capabilities and more connected to the economic incentives currently shaping the market.

The growing presence of low-cost imported tyres has significantly transformed purchasing decisions across many fleets. According to Hernández’s presentation, nearly 40 percent of the radial truck tyre market consists of Asian products sold for less than USD 150 per unit. As a result, the economic gap between purchasing a low-cost new tyre and investing in a retread has narrowed considerably for many operators.

In this context, measures such as tariffs on selected imported products have so far failed to generate significant structural changes in market behaviour or retreading activity levels.

However, attributing the situation solely to pricing would be an oversimplification.

One of the most interesting observations highlighted by Hules Banda points to a less visible but potentially more significant long-term issue: the gradual loss of tyre management culture.

For decades, retreading formed part of a comprehensive asset management strategy, where tyres were managed throughout multiple life cycles in order to maximise cost per kilometre performance. Today, in many segments of the transport industry, that approach has increasingly been replaced by purchasing decisions focused primarily on immediate acquisition costs.

The result has been lower casing utilisation, fewer maintenance and monitoring programmes and increasing difficulty in demonstrating the long-term economic benefits that have historically supported the retreading business model.

Paradoxically, those segments that continue to manage tyres as strategic assets still demonstrate the relevance of retreading. Fleets operating premium and medium-tier tyres remain highly dependent on retreading to optimise operating costs, improve profitability and maximise asset utilisation.

CIRCULAR ECONOMY BEYOND END-OF-LIFE TYRES

Another issue deserving attention is the way the circular economy debate is currently evolving within Mexico’s tyre sector.

Much of the public and regulatory discussion focuses on end-of-life tyres (ELTs), collection systems, reverse logistics and recycling or recovery solutions once the product reaches the end of its useful life. By contrast, strategies aimed at extending product life through reuse often receive considerably less attention.

This is particularly relevant given that internationally recognised circular economy principles establish a hierarchy in which extending product life generally delivers greater environmental value than interventions applied after a product becomes waste.

From this perspective, retreading represents one of the most tangible examples of circularity within the tyre industry, as it preserves the economic, material and energy value embedded in the original casing for a longer period.

Mexico will undoubtedly remain one of the leading players in the North American tyre industry. The strength of its manufacturing sector appears well supported by regional integration, industrial investment and strong demand from United States.

The question that remains is whether the retreading sector will be able to become fully integrated into this growth story.

The industrial capacity exists. The technology is available. Premium market segments continue to require strategies focused on maximising cost per kilometre performance. The challenge appears to lie elsewhere: rebuilding tyre management culture and repositioning retreading as a strategic tool for competitiveness, efficiency and circular economy performance.

At a time when much of the discussion focuses on managing tyres at the end of their life, perhaps the more important question is how to ensure that life lasts longer in the first place.

I can still vividly remember a journey I made in 1995 with my young Kenyan MD (who is no longer living) in a hired car from the Delhi Airport to some town close to Ludhiana to meet a tyre moulding machinery supplier. The travel was through vast expanses of paddy fields extending to miles, and in between, we could see large industrial sites far away. A clear sign of industry and agriculture co-existing synergistically. When passing the area called Kurukshetra, the driver mentioned that there was a war at this area a long time ago. He was obviously referring to the great war of the epic Mahabharata, a subject which still generates ample curiosity in me even at this advanced age. With growing years of maturity, I am more convinced that the great war symbolically and semantically depicts the inner conflicts going on in our own minds, while these are conventionally polarized as ‘black and white’ under the ‘all- or- nothing’ principle, and Kurukshetra represents our own hearts and intellect, commonly called the emotional brain and intellectual brain in today’s jargon. Equipped with my industry experience acquired for nearly six decades, I am tempted to make a rather feeble effort to understand what has changed in the managerial mind map over the past 50 odd years. It would be similar to finding parallels between the Vietnam War in the late sixties and current war going on in the Middle East, despite the common factor, US.

Quite in contrast to machinery and materials, the man component of the traditional 4Ms is the most confusing area despite the vast research that has been carried out over the years. It is said that the adult human brain consists of about 86 billion neurons, an astronomically high figure compared to memory capacity of the modern computers. Over the past few decades, the modern managerial mindset has undergone profound transformations. Managers today, particularly in the age group of 35 to 50 ( Gen X), operate in an astonishingly different scenario compared their counterparts 50 years ago. The two eras are fundamentally different and attempting to compare them is largely futile. The rapid changes, technologically, culturally, socially and psychologically, are so vast that today’s managers are shaped by globalisation, digitalisation and fierce competition, which has significantly altered their cognition, thinking patterns, values and behavioural approaches.

While most living managers of the older generation adopt a stance of lamenting about the ‘’good old times’, I think it would be more prudent to understand the realities of change. Management philosophies have undergone profound change, evolving from Taylor’s scientific management and Fayol’s top-down framework based on five key managerial functions to the humanistic approaches advanced by Carl Rogers and Maslow. This is the universal feature of impermanence of all conditioned phenomena (cause-effect related), discovered more than 2,600 years ago by Lord Buddha and some Greek and other Eastern philosophers. Endeavoring to maintain stability, in an ever-changing world scenario, has been the driver for the emergence of management concepts and theories, including the latest approaches seen in the contemporary modern world. Comparing modern managers with those from 50 years ago is unrealistic because of the complete change in the context. Earlier managers operated in stable and localised economies, while modern managers operate in a dynamic globalised environment. It is sometimes said that ‘when the President of the United Sates sneezes, the Eastern leaders catch a cold’, a fact amply demonstrated by the recent events.

Decision-making in the past was slow and experience-based, while today it is data driven, rapid and technologically assisted. Traditional management emphasised relationships, loyalty and progressive and gradual growth, while modern systems emphasise on performance metrics and quick results, like the instant coffee.

The growing corporate trends due to industrialisation over the past 30 years especially has witnessed increased focus on productivity, efficiency and outputs along with standardisation, which has made workers and managers becoming a part of a mechanised system. Modern corporate managerial thinking is also been heavily influenced by globalisation, due to exposure to international competition and the need to adapt to diverse cultures and markets and the pressures to meet global benchmarks and standards. The constrains and the stresses imposed on countries such as Sri Lanka is tough in these areas. A good example is the EUDR requirements, which initially was a nightmare to the rubber product manufacturing companies. A far more serious non-technical consequence is that the concept of a ‘global village’ is eroding values of the strong cultural and ethical foundation, leading to identity dilution among managers

During my association with the industry, particularly over the past 20 years, I have personally witnessed decline of the traditional values in the modern managerial mindset. This is also seen in some professional associations in which I have been a member for a long time. Some of the key trends noted are as follows:

a) Limited understanding and low priority given for religion, history and cultural heritage.

b) Reduced emphasis on ethics, empathy and social responsibility despite the fact that this has become a ‘catch word’ in most corporate circles.

c) Over reliance on technical knowledge and digital skills.

d) Decline in the respect for elders and their experience (crystallised knowledge)

e) Over confidence due to access to information, which brings forth a ‘know it all ‘stance.

f) Diminished openness to learn from others.

g) Difficulty in accepting criticism and feedback

While these tendencies directly affect workplace relationships, team cohesion and leadership effectives, the hidden or latent consequences have more deeper implications on personal and social wellbeing.

The Buddha in one of the discourses has observed that a person can victoriously face a battle against an army of elephants, horses, chariots and infantry by having the necessary resources, but it will be more difficult to win the war within due to mental conflicts.

Most business environments are characterised by aggressive target setting, continuous performance evaluations and competitive organisational cultures, which has caught the managers in a perpetual rat-race where success is narrowly defined by targets and profits while there is hardly any time for reflection or personal growth. This creates a certain emptiness and dissatisfaction even among the high achievers.

I find it interesting at this juncture to refer to the historic concept of Sigmond Freud (considered as the founder of Psychoanalysis), the structural components of the mind, namely Id (pleasure principle or gratification), Ego (reality principle) and the Super Ego (ethical and moral conscience). In order to minimise the negative impacts of the conflicts between them, the Ego resorts to defence mechanisms, or temporary coping solutions. Some of these are denial of the problem, repression of the feelings, projection of the blame to somewhere else and rationalisation or giving logical but false explanations. While these   are useful in the short term, over reliance can interfere with mental functioning and emotional growth. All of us are unconsciously resorting to one or several of these in times of emotional turmoil.

The pressures of modern management have led to an exponential growth in mental health challenges in recent years, which include common mental disorders such as stress, anxiety, burnout, depression and features associated with Borderline Personality traits (emotional instability and impulsivity), which result in work-life imbalance and chronic dissatisfaction.

Due to the high psychological demands, there is a growing need for career and workplace counselling. Counselling is a relatively new term that came into prominence around the mid-20th century, before which guidance and support was traditionally provided by the religious institutions, parents, teachers and the elders in the society. Over the recent years, counselling has evolved as a unique profession. Many organisations, especially the larger ones due to the seriousness and gravity of the problems they experience, have established counselling as a regular activity performed in-house or outsourced. Counselling helps managers to cope up with stress and expectations, supporting emotional regulation and resilience and enhancing self-awareness and interpersonal skills, which results in reconnecting purpose and meaning and balancing professional and personal life to develop a healthier mind set. The modern managers must endeavour to have a balanced mind set which is an integrated mix of technical competence, human values, cultural awareness and emotional intelligence and wellbeing. Only then they can move beyond being mere ‘cogs in a wheel’ and become holistic, effective and ethical leaders in the modern world

It is somewhat ironic that Human Resource Sustainability is not named as a single standalone goal in the United Nations Sustainable Development Goals (SDGs) but covered under several headings such as Good Health and Wellbeing, Quality Education, Gender Equality, Decent Work, Economic Growth and Reduced Inequalities.

While I do not have firsthand information on how human resource counselling is caried out in other countries, my observations and experience in Sri Lanka is that it is done more in a fire fighting or reactive mode, where corrective and remedial measures are taken only in cases of psychological deviances. It is somewhat surprising because Sri Lanka is famous for its preventative public health care in pre and postnatal maternity health and school dental health. Industry safety and health is fairly well addressed in most large, medium and some small enterprises, although these are mainly covering the operational levels. Currently, several standard stress, anxiety and depression measuring scales, both qualitative and quantitative, are available, but they do not seem to be used proactively to detect the cinders underneath the ash. People in emotional distress invariably need to vent their thought and emotions, which causes several cognitive distortions and mental disorders. Active and empathetic listening plays the major role in a therapeutic counselling relationship

Coming back to the Mahabharata, the classic instance of counselling for a person in deep emotional conflict and inner war is the Bhagwat Gita, and all of us will need Lord Krishnas in different disguises at some stages in our lifetimes.

It is interesting how Buddha has adopted an integrative approach to the four aspects or components of wellbeing for human progress as:

• Physical wellbeing
• Mental wellbeing
• Social wellbeing
• Spiritual wellbeing

The author is a Management Counsellor from Sri Lanka. 

At the end of my career, I am at the return-on-investment stage, giving back my mentors’ investments in me for all those years ago, and even not so long ago.

Training to me is setting the standards that you wish your trainees to achieve. All those mistakes you learned the hard way, the tricks of the trade, the missteps can all be related to those who’ve chosen our industry. Help them understand how to learn.

The standard for training has to be set very high; no use having a low bar and then complaining that no one knows what they are doing. If you jump for the stars but don’t quite make it, then at least you’ve cleared the tree tops.

When setting training qualifications, the quality of the parameters of the applied learnings has to be not only high but sound. The written materials have to be water tight, the methodology without flaw and the evidence of successful learnings not just a tick and flick exercise. The candidates undertaking the training have to be assessed and then critically deemed competent.

One could be forgiven for not wanting to get on a commercial aircraft if the pilot had ‘purchased’ the qualification instead of working for years towards it; likewise, think about a surgeon operating. The methodology and learning materials have to be sound and qualified.

Bureaucrats often outline training without any real knowledge of what the industry involves. Sure, there are governmental outlines as to what has to appear and how it must appear, but does this really meet the requirements of industry? Few industries are so alike that the same template of learnings can be applied, but for the sake of being able to tick the boxes and say, ‘Yes Minister’, we have standardised learnings regardless of the actual industry requirements.

Safety is the paramount learning. There is no return on investment if the training candidate is injured or maimed and cannot actually perform the work they were trained in. There are only poor outcomes for all involved, from the employer to the family; the provided training must embed safety as a paramount requirement.

I acknowledge the human failings whereby, even with all safety systems engaged, poor judgements and flawed decision-making can lead to inauspicious outcomes. Humans are fallible creatures, and that is what makes us different from machines.

When engaged in a training process, all the ‘what ifs’ have to be considered. In the early days of my education in computing using pencils and card readers, I soon learned the base rule of garbage in equals garbage out, or GIGO. After numerous hours of hairpulling, a comma was identified as the error; it should have been a full stop. There were no error messages generated, no one looking over my shoulder assisting; I blundered on until I stumbled over the fact that I had screwed up. The outcome was negligible, just some lost time. For others in our industry, a mistake may mean the end of their career, loss of amenity and even loss of their life. Do we permit such ‘what ifs’ to be ignored in training?

In the early days of tyre service personnel training, I’d commence the session by telling the candidates ‘never use your first chance, you may not get a second’, then run a series of videos showing catastrophic tyre failures, some simple others disturbing, but the message was clear. There is a process that has to be followed; do not take short cuts and do not deviate without understanding the risks involved deeply and clearly.

In preparing training materials, the risks (regardless of industry) have to be clearly understood; there is no tolerance for a lack of risk assessment and associated mitigation. If a poor standard of materials is presented to newbies to the industry, how are they equipped to identify the flaws that could propagate the catastrophic outcomes we all seek to avoid?

Training is not unlike the manufacturing of a tyre. The materials involved in the construction have to be of sound quality; the processes used in the matrix of the materials to produce the end result we know as a tyre have to be exacting. Anything less and the end product is a blemish or down grade.

Is this what we desire in the personnel we train?

Tyre servicing is one of the most hazardous occupations that is not licensed. Electricians, medical workers, lawyers, all require strict licensing. Yet the personnel that manipulate large tyres that have destructive burst forces that can, and do, result in fatal injuries may not even be required to demonstrate their competency in the aspects of the duties they may encounter.

Tyres are ubiquitous in our societies; just as we observe with the current petroleum shocks, the loss of tyres would be just as disruptive to our modern way of life. We can live without social media (as much as the squeals I hear saying NOOOOO), but can we live without tyres? From the paddock to the plate, tyres are part and parcel of the product. Look around you right now and think about what didn’t arrive in your sight as a result of tyres’ involvement. I doubt if there is anything you see that didn’t arrive to you on tyres.

So why do we not engage with serious education not only for the personnel operating in the tyre industry but also the general public?

I read of tyre recycling efforts, yet most people will only identify with plastics as a recycling target. This whilst listening to a streaming service sitting on public transport running on transport that requires tyres to operate. Tyres are forgotten; everyone ASSuMEs[sic] that the tyre does its job without any thought given to the personnel that ensure our daily safety and food.

Tyres deserve better recognition of the service they provide to our societies. The personnel that service our tyres also deserve the highest level of training that can be provided, not just learn on the job with the potential of not being able to return home in the same condition as they arrived at work.

Training packages must be water tight; anything less will only result in the submersion of the outcomes below the standard that is safe. Training is an investment in the future; to those who invested in me in my younger days, I say THANK YOU! You did well in that I have made it to the later stages of my life intact and am still able to function. Your mentorship is remembered and honoured.

I take this opportunity to remember John Powath, the founder of this masthead. His standards and leadership have created opportunities for our industry to achieve a global recognition of excellence.

Training is the foundation of our industrial and societal processes. Do not scrimp on the materials presented and do not underestimate the risks involved regardless of how trivial they may seem.

Take care, stay safe and invest in your future by offering the highest quality training you can possibly deliver. Your life may depend upon it.”

The effects of the Strait of Hormuz closure will become particularly evident in 2026 and undoubtedly represent a strategic bottleneck for global energy and petrochemical trade. The Gulf War disrupted raw material supplies, crippled logistics and destabilised key export markets.

While the war represents a financial catastrophe, it also presents new opportunities. It has driven up raw material costs, while the logistics crisis has impacted export markets. The financial consequences include shrinking margins and reduced demand. However, long-term strategic shifts are expected, and these trends are likely to accelerate by 2040.

The closure of the Strait of Hormuz and the disruptions in the Red Sea have brought maritime traffic to the Middle East and Europe to a near standstill. The war has caused logistical chaos, and exports face immediate difficulties. China alone was expected to export more than seven million tyres to the Middle East by 2025, but this vital trade route is now blocked by skyrocketing freight rates and insurance premiums.

The profitability of the sector, whose gross margins are expected to fall to slightly more than four times their pre-war levels, is likely to be impacted by market consolidation and rising demand for high-tech tyres, particularly for electric vehicles. In the short to long term, the costs of raw materials such as synthetic rubber, carbon black and logistics are expected to rise significantly. Furthermore, this crisis could spur massive investments in bio-based and recycled materials to reduce dependence on petroleum. To address supply bottlenecks, the sharp decline in exports from the Middle East, coupled with significantly increased transportation costs, should be offset by regionalised production, for example, in India and Southeast Asia. With regard to product development, the short-term priority of cost control should lead to an acceleration of research and development into sustainable rubber compounds and sensorless smart tyres.

The end of the Gulf War is likely to usher in a period of weak economic growth and high inflation. The tyre industry is already facing a profound restructuring process. In the post-war era, the focus is not only on repairing the damage but, above all, on accelerating the long-term transition to regionalised supply chains, a circular economy and value creation through technology.

The most immediate consequence of war is a drastic increase in raw material costs,

which can account for almost 70 percent of tyre production costs. Around 45 percent of the raw materials used in the tyre industry are petroleum-based, and another 45 percent are natural rubber. In the case of synthetic rubber (NBR/SBR), the direct rise in oil prices leads to a price increase for butadiene, a key raw material. In the US, NBR prices rose by 7.4 percent at the beginning of March 2026; in China, butadiene prices jumped by 25 percent within a week.

Analysts estimate that this conflict could reduce global natural rubber production by 36 to 45 kilotonnes in the first half of 2026. How can this be explained, given that the effects on natural rubber are indirect? Diesel shortages prevent trucks from collecting rubber from plantations, thus reducing supply on the market. This shortage is contributing to the energy crisis in Southeast Asia. Prices for carbon black and chemicals derived from oil and gas are also rising in line with increasing energy costs. The supply of speciality chemicals (such as bromine from Israel) is also at risk.

Bio-based materials, particularly long-term ESG pilot projects, represent an immediate strategic necessity. The market for bio-based materials is projected to reach USD 337 million by 2032, with a compound annual growth rate (CAGR) of 101 percent, thus replacing volatile petrochemical feedstocks. Similarly, it is becoming increasingly clear that tyre pressure monitoring systems (TPMS) and sensorless, AI-powered systems like Michelin SmartWear can reduce costs and enhance safety.

Rising energy prices and crumbling infrastructure will weigh on consumption and investment. Inflation is high and is expected to remain high (around four percent for the G20 in 2026). Even after the war, energy costs and the rebuilding of supply chains will keep prices high. Consequently, the post-war economic recovery is expected to be slow and uneven, without a V-shaped rebound. The war has left lasting scars on global supply chains and public finances. Global GDP growth is weaker and below the pre-pandemic average.

In the field of carbon black recycling, carbon black is developing into a strategic raw material. Recycled carbon black (rCB) and tyre pyrolysis oil are becoming strategic raw materials intended to replace unstable fossil fuels. Massive investments, such as in Lummus-InnoVent, a continuous pyrolysis technology, will increase rCB production and reach a market of USD 15.6 billion by 2034.

Sustainable and bio-based materials are of great strategic importance, and significant investments are already being made to increase their production. Rising oil prices are making bio-based alternatives economically viable and essential for security of supply. Therefore, the transition to sustainable materials is no longer just an ESG goal but a necessity for the entire supply chain.

The Gulf War acted as a powerful catalyst, transforming promising future trends into immediate and essential investments. Bio-based silanes, for example, are now being used more and more frequently. Momentive’s NXT P97, a next-generation silane for electric vehicle tyres with 79 percent bio-based carbon, reduces reliance on fossil fuels while improving rolling resistance and durability. This technology, a prime example, is currently being deployed on a large scale.

Tyre prices will remain high. The recovery will therefore be characterised more by rapid strategic development than by a simple return to pre-war levels. It is not so much the fluctuating demand from car manufacturers, but rather the replacement tyre market, which alone accounts for 70 percent of the volume, that is likely to continue to strongly support the consumer goods and logistics sectors during the economic recovery.

Increasing uncertainty is becoming the new normal. Geopolitical risks remain a key concern, forcing companies to prioritise resilience over efficiency. This situation is creating unequal competitive conditions for tyre manufacturers and their core markets. The difficulties faced by energy-importing countries in Europe and Asia will be further exacerbated in this climate of uncertainty.

This crisis will be one of the main reasons for the relocation of production to key markets, forcing the tyre industry to make unavoidable investments. It will be compelled to implement the technologies necessary for a more resilient, sustainable and technologically advanced future. New production centres will be established to circumvent geopolitical obstacles. This new dynamic is characterised by a clear strategic realignment of production and supply chains, accelerating ‘out-of-China’ models and leading to regionalisation. This conflict is not merely a disruption but a form of brutality for economically weaker countries, even if it represents a highly effective response to the relocation of production areas.

This war teaches us that excessive dependence on unstable regions like the Middle East must be balanced by the need for market diversification. Exporters like China and India will increasingly focus on Africa, Latin America and Southeast Asia. Margins will remain under pressure in the short term. High raw material and energy costs will not fall immediately. Large global companies will gain market share by leveraging their size and technology, as well as through increased regionalisation. Conversely, smaller, less diversified companies risk being acquired or exiting the market. Companies with strong pricing power and high operational efficiency will recover faster than those that rely solely on low prices.

The tyre industry is facing profound change. The tyre market is being restructured, and local, sales-oriented production is being intensified to circumvent geopolitical barriers and tariffs. In the short term, demand is expected to recover, but profit margins will be severely impacted by persistently high costs. In the long term, the sector will become more regionally focused, evolve towards a circular economy and rely more heavily on technology. In short, the end of the war will not restore the pre-conflict status quo. The crisis has forced a difficult but necessary transition to sustainable and resilient business models that will shape the key trends through 2040.