Like many other sectors, India’s tyre industry is undergoing a massive digital transformation. Companies like CEAT have been at the forefront of this shift, adopting state-of-the-art technology.

The company was recently included in the World Economic Forum’s Global Lighthouse Network due to its impactful digital transformation using Fourth Industrial Revolution (4IR) technology.

The leading tyre manufacturer has also planned to extend its technological advancements to its Nagpur plant. “CEAT’s vision for a smart factory dates back to 2015, when it commissioned its Nagpur plant. The groundwork, however, was laid earlier at Halol, where barcode tagging was introduced for traceability and error-proofing. While Nagpur became the first facility to implement a manufacturing execution system (MES), deeper analytics and machine learning capabilities were not yet in focus between 2015 and 2020,” revealed Jayasankar Kuruppal, Sr Vice President –Manufacturing, during an exclusive interview with Tyre Trends.

As Halol expanded and exports to Europe surged by the early 2020s, CEAT had to rethink its manufacturing strategy, shifting from a high-volume, low-variant model to a high-variant, low-volume approach. Once limited to 60-70 stock-keeping units (SKUs), the company's passenger car segment expanded nearly fivefold to meet European demand, requiring a complete overhaul of production workflows. 

At the same time, the adoption of silica-based compounds, which is critical for wet grip and rolling resistance, posed new challenges. These materials inherently increased cycle times, impacting capacity utilisation. While Halol was not initially designed for high-silica production, the company’s Chennai plant incorporated necessary corrections. However, tighter OEM specifications and European market requirements led to higher scrap and yield losses. 

Recognising the limitations of conventional manufacturing, CEAT turned to 4IR technology to optimise its processes. The 4IR technology refers to the advanced digital and automation-driven technologies transforming industries today. It builds on the Third Industrial Revolution by integrating AI, IoT, big data and robotics to enhance efficiency and decision-making.

“The digital transformation began at the Halol plant, expanded to Chennai and is now planned for Nagpur. Between 2020 and 2022, CEAT developed and deployed over 80 digital use cases, earning its first Lighthouse Factory designation. This data-driven manufacturing approach is now being systematically rolled out across its entire production network,” added Kuruppal.

Intelligent factories

4IR plays a crucial role in tyre manufacturing and recycling by enhancing predictive maintenance through IoT sensors, increasing energy efficiency via AI, production optimisations and advancing smart tyres with real-time monitoring.

On the other hand, an intelligent or smart factory in tyre manufacturing is defined by two core pillars, namely automation and digital intelligence. Traditionally, the tyre industry has been labour-intensive, but the shift towards smart factories is transforming operations through seamless machine-to-machine communication, real-time data sharing and AI-driven decision-making. 

The first layer of an intelligent factory is pure automation. This includes automated machines for tyre handling, programmable logic controllers for managing machine operations and automated warehousing systems to ensure smooth flow.

“For a plant to be truly smart, data must move seamlessly across all these systems, creating a connected ecosystem. This integration extends to ERP systems and advanced AI/ML-powered analytics, optimising throughput and efficiency,” said Kuruppal.   

The next stage is where operations run end-to-end with minimal human intervention. CEAT has already implemented elements of this, particularly through curing-to-dispatch automation, where tyres move untouched from uniformity testing to segregation, grading, storage, retrieval and final dispatch. It also has AI-driven IoT integrations that enhance energy efficiency, yield optimisation and first-time-right accuracy across all processes.

“The fusion of AI, IoT and automation is enabling tyre manufacturers to move from traditional manual-heavy processes to a digitally orchestrated, high-efficiency production model,” quipped Kuruppal.

CEAT’s production capacity spans multiple plants, each specialising in different tyre categories. The Chennai and Halol plants both produce 20,000 passenger car tyres daily. The Nagpur plant, India’s largest two-wheeler tyre manufacturing facility under one roof, with a capacity of close to 78,000 two-wheeler tyres daily.

Digital implementation

Curing operations in CEAT’s passenger car and truck tyre segments are almost entirely automated. While the curing medium remains unchanged, continuing with a combination of steam and nitrogen across Halol, Chennai and other facilities, the company is also exploring radical new processes, though still in the proof-of-concept stage. 

One key digital use case implemented in Chennai focused on reducing steam consumption through real-time process monitoring. Traditionally, mould heating followed fixed time cycles (e.g. 120 or 150 minutes). CEAT optimised heating based on actual temperature data, cutting steam consumption by almost 30 percent by integrating sensors and applying a machine-learning model.

The manufacturer has invested approximately INR 450-500 million in capital expenditure across its three factories to implement automation and digital transformation initiatives. On the operational expenditure side, CEAT spends INR 60-70 million annually on software licenses, infrastructure upgrades, sensors and scanners to sustain these smart factory systems.

Adopting smart manufacturing technologies has led to significant cost reductions for CEAT. Factory conversion costs at Chennai and Halol have decreased by 20-30 percent, driven by lower energy consumption, improved yield, higher manpower productivity and throughput enhancements.

Lead times from order placement to tyre dispatch have been cut by 50-55 percent, significantly improving supply chain efficiency. Additionally, material wastage has been reduced with process scrap, both component-level and finished product waste, dropping by 25-30 percent, resulting in substantial raw material savings.

Alluding to how difficult was it to implement such extensive digital changes, the executive explained, “From an infrastructure standpoint, Chennai had a clear advantage over Halol since the latter was commissioned in 2010 and 2015, when network and digital infrastructure were not as advanced. Unlike Chennai, Halol still does not have a fully integrated MES, making digital transformation more complex.”

“However, the approach to smart manufacturing differed at both plants. At Halol, the primary focus was on efficiency improvements. In contrast, Chennai underwent a more comprehensive transformation, covering the entire manufacturing chain from design and production to dispatch and supply chain optimisation. The goal at Chennai was to reduce overall turnaround time, significantly cutting the cycle from customer order receipt to final dispatch,” he added.

While Chennai benefited from a stronger digital foundation, CEAT did not merely replicate Halol’s use cases but developed new ones tailored to Chennai’s specific needs, further driving end-to-end operational efficiency.

Commenting on the challenges surrounding this paradigm shift, the executive noted, “Integrating legacy systems with Industry 4.0 technologies posed a significant challenge as ensuring compatibility between older manufacturing infrastructure and new automation, IoT and AI-driven solutions required meticulous planning and phased implementation.”

“Another critical hurdle was maintaining data quality and governance, necessitating robust validation processes, data lineage tracking and an accountability framework to enhance data integrity and reliability,” he added.

Answering whether such transformation is possible on OTR production lines, he said, “Unlike passenger or two-wheeler tyres, OTR tyres have a longer cycle time and high levels of customisation, making digital automation less complex but highly specific. While digital transformation is feasible, CEAT plans to prioritise full automation at Nagpur in the next 18–24 months, before shifting focus to digitalisation in OTR production.”

Workforce re-alignment

CEAT is reshaping its workforce strategy to align with its digital transformation, ensuring that shop floor employees are equipped and actively involved in adopting new technologies. 

It has digitised over 100 operator touchpoints to secure operator buy-in. The programme simplifies shop floor tasks through digital tools, MES integration and real-time dashboards, allowing operators to make decisions independently and reducing reliance on supervisors. Every operator has undergone basic digital awareness training to facilitate this transition. 

A key move was the introduction of business translators, who are frontline supervisors with strong technical acumen. They bridge shop floor pain points with digital solutions. Working alongside data engineers and scientists, these individuals co-develop AI-driven use cases, such as reducing setup time in mixing processes to improve efficiency. 

The company also strengthened its talent pipeline, hiring computer science graduates, a rarity in the tyre sector just a few years ago.  It has pioneered hiring female operators in the tyre industry, beginning in Halol in 2009.

“Today, 24–30 percent of shop floor employees in Chennai and Nagpur are women. While digitalisation isn’t the primary driver of this shift, automation has made traditionally labour-intensive jobs more accessible. The company also enforces pro-women policies, including home pick-ups and drop-offs, designated rest areas, female security and an internal support forum (V Power) to address workplace concerns,” informed Kuruppal.   

When asked whether digitisation will lead to a cut in vacancies, Kuruppal stated, “Contrary to fears that digitalisation reduces shop floor jobs, we find ourselves grappling with the bigger challenge of talent attraction. Post-pandemic, fewer young workers are willing to pursue manufacturing roles, with many opting for finance, retail and IT-driven careers instead. This trend is evident across major tyre-producing states like Tamil Nadu, Maharashtra and Gujarat.” 

“While automation and AI reduce physical strain and deskill certain operations, a fully manless tyre plant remains economically impractical in the near term. However, with rising labour costs and shrinking workforce interest, a fully automated future – perhaps within 15–20 years – isn’t off the table,” he added.

Sustainability through digitisation

CEAT is driving sustainability through digital transformation, reducing energy and water consumption while lowering its carbon footprint. Energy efficiency measures have led to a 15 percent reduction in power consumption at Halol and 25 percent at Chennai.

Renewable energy accounts for 40 percent of the company’s power mix, cutting Scope 1 and Scope 2 carbon emissions by nearly 30 percent. Water usage has been reduced by 30-35 percent over the past three years through steam optimisation, with future plans to eliminate steam in curing.

In green material adoption, integrating silica-based compounds in tyre manufacturing has required process adjustments as it increases cycle time. CEAT collaborates with equipment manufacturers to enhance efficiency. It has upgraded mixers to improve silica processing and support its shift towards sustainable materials.

Commenting on future plans to implement digital solutions, Kuruppal said, “We plan to integrate virtual and mixed reality into the manufacturing processes to enhance equipment maintenance and reduce mean time to service. We are also exploring AI-driven process optimisation, as these models will auto-correct processes in real-time, enhancing product consistency and accelerating decision-making. These technologies will also help identify and eliminate bottlenecks in manufacturing and planning, ensuring a more agile and efficient production flow.”

“The company is looking into GenAI to address complex operational challenges. AI-driven predictive maintenance will improve equipment reliability by forecasting potential failures before they occur. Additionally, GenAI will optimise supply chain and production planning, ensuring better resource allocation and efficiency,” he added.  

India’s tyre retreading industry has petitioned the government to slash goods and services tax (GST) rates from 18 percent to 5 percent on retreading services and materials, arguing the move would support environmental goals and the circular economy.

The Tyre Retreading Education Association (TREA), representing over 15 Indian retreading material manufacturers and retreaders serving approximately 10,000 retreaders nationwide, has written to authorities requesting the tax reduction across multiple product categories, including retreading services, retreaded tyres and retreading materials.

The industry body estimates India’s tyre retreading sector generates annual revenues of around INR 50 billion, with tread rubber manufacturing adding another INR 30 billion yearly. Last year, whilst 20,000,000 new truck tyres were sold domestically, approximately 80,00,000 truck tyres were retreaded, alongside smaller volumes of tractor, earthmover and car tyres.

“We are committed to educating and promoting retreading benefits: cost savings, safety, sustainability, and circular economy,” stated Karun Sanghi, Chairman of TREA, in the petition.

The request comes after recent GST amendments that reduced rates for new truck tyres from 28 percent to 18 percent, and cut levies on tractors, tractor tyres and tractor parts from 18 percent to 5 percent. However, conventional tread rubber used primarily for tractor tyres and retreading services for tractor tyres remain at the higher 18 per cent rate.

“We would request you to reduce the rate to five percent in line with other tractor products,” the association said, highlighting the inconsistency in tax treatment.

The industry argues that retreading aligns with government environmental priorities, pointing to the 2022 Extended Producer Responsibility (EPR) policy for tyres introduced to reduce environmental impact. The Environment Ministry has recognised retreading as “a very important part of the circular economy on tyres” and continues developing disposal systems for end-of-life tyres.

The association drew parallels with other environmentally friendly sectors that enjoy preferential GST rates, noting that electric vehicles are taxed at five percent, whilst rates for various renewable energy devices and solar water heaters were also reduced to five percent.

“The government recognised the need to support environmentally friendly industries,” the petition stated, emphasising that retreading represents “a critical part of the circular economy of tyres” supported by both the Environment Ministry and Central Pollution Control Board.

The group argued that increased tyre retreading would help India achieve its zero carbon footprint targets by extending tyre lifecycles and reducing waste requiring disposal.

India’s tyre retreading industry serves as a cost-effective alternative to new tyres whilst supporting sustainability objectives through reduced raw material consumption and waste generation.

The association has offered to provide additional information and meet with government officials to discuss the proposal further.

Pirelli has made history by becoming the first tyre manufacturer to receive the esteemed ADI Compasso d’Oro Award, one of the world’s most authoritative prizes in industrial design. The award was presented at a special 70th-anniversary ceremony during Expo 2025 in Osaka, Japan. The honouree was the Pirelli P Zero E, recognised in the Design for Mobility category for its innovative approach to sustainable performance.

This recognition aligns with the Expo’s theme, ‘Designing Future Society for Our Lives’, specifically under the pillar of ‘Connecting Lives’, which rewards products that combine advanced technology with reduced environmental impact. The P Zero E is the world’s first ultra-high-performance tyre to incorporate more than 55 percent recycled and bio-based materials. It represents a significant step forward in tyre design, merging technical excellence with circular economy principles without compromising safety or performance.

The tyre has achieved a triple A rating on the European tyre label for wet grip, rolling resistance and external noise – a rare distinction that underscores its balanced capabilities. It is particularly suited for electric and hybrid vehicles, incorporating Pirelli’s Elect technology that can extend vehicle range by up to 10 percent. It also includes the RunForward system, which allows drivers to continue their journey even after a puncture.

Developed using artificial intelligence and data-driven engineering across Pirelli’s global R&D network, the P Zero E stands as a symbol of next-generation mobility. It will be exhibited in the Italian Pavilion at Expo 2025 Osaka before joining the permanent collection of the ADI Design Museum in Milan.

This award continues Pirelli’s long-standing relationship with the Compasso d’Oro, which has previously acknowledged the company’s contributions to industrial and graphic design, further cementing its role as a pioneer at the intersection of technology, sustainability and design.

Piero Misani, Executive Vice President and Chief Technical Officer, Pirelli, said, “This prestigious recognition celebrates Pirelli’s design excellence and the innovative scope of products like P Zero E, confirming the role of research and development as a driver of progress and sustainability. Our constant commitment in the field of R&D has made Pirelli a benchmark in the global industry for technological innovation and cutting-edge solutions for future tyre development, thanks to the use of new materials with reduced environmental impact and the increasingly widespread use of advanced artificial intelligence throughout every phase.”

Michelin strongly supports the ambition of the Euro 7 regulation and its introduction of particle emission limits for tyre wear, viewing it as a critical step towards sustainable mobility. The company emphasises, however, that the regulation's success hinges on employing a testing method that is both scientifically robust and representative of real-world conditions.

In its view, the only currently viable option is the real-world on-road test, a method developed transparently over six years with European authorities. Michelin considers this approach reliable and reproducible, providing accurate measurements of tyre abrasion under actual driving scenarios. The group expresses serious concerns regarding the alternative laboratory drum test, which it believes is not yet sufficiently developed. Michelin warns that this method's undefined parameters could allow for manipulation and may fail to reflect true emissions, thereby jeopardising the entire regulation's environmental and economic objectives.

This position is reinforced by the company’s proven track record in tyre innovation. Independent testing has shown that Michelin tyres emit significantly fewer particles than the average of other premium manufacturers, a result of decades of dedicated research and development in material science. The company has already demonstrated tangible progress, having reduced wear particle emissions across its product lines by five percent between 2015 and 2020.

Fully aligned with the goals of Euro 7, Michelin is preparing for timely compliance, with plans to adapt all new products by 2028 and its entire automotive range by 2030. The manufacturer believes that a stringent and reliable testing standard will not only protect the environment but also reward genuine innovation and ensure fair competition, validating the long-term investments made by companies committed to a cleaner future.

Florent Menegaux, Chairman, Michelin Group, said, “As Europe becomes aware of the need to support its industry without giving up on its environmental ambitions, the decisions on the Euro 7 tyre testing method perfectly illustrate the choices it faces: either to support innovation and stringency for the benefit of the environment, or to accept compromises that undermine the standard and penalise responsible stakeholders.”

CHIMEI Group has released its 2024 Sustainability Report, marking the sixth consecutive year of its publication. This annual disclosure underscores the Group’s enduring commitment to operating transparently and reporting on its comprehensive performance beyond mere financial metrics. The report encompasses the activities of the parent company, CHIMEI Corporation, along with its key subsidiaries: Zhenjiang CHIMEI, Zhangzhou CHIMEI and Chilin Technology.

The document highlights numerous sustainability accomplishments from the past year. A flagship achievement is the global recognition of its ‘Fixing Flue Gas CO2 into Polycarbonate Resin’ technology, developed in collaboration with ITRI, which was honoured with a prestigious 2024 R&D 100 Award. This innovation signifies a major advancement in carbon capture and utilisation, establishing a new industry benchmark for circular economy practices and net-zero carbon technologies within the plastics sector. CHIMEI’s leadership in sustainable governance was further validated by international accolades, including the highest Platinum rating from EcoVadis and a top ‘A’ score on the CDP Climate Change Questionnaire.

Beyond technological and manufacturing advancements, the Group’s dedication to environmental and social engagement was exemplified by its ecological documentary, ‘Gifts of the Sun’, which received three awards at the Taipei Golden Eagle Micro Movie Festival.

A significant development accompanying the sustainability report is the official release of CHIMEI’s inaugural TCFD (Task Force on Climate-Related Financial Disclosures) Report. This demonstrates a deepened commitment to climate governance. Having progressively integrated the TCFD framework since 2021, the company has established a structured process for managing climate-related risks and opportunities. The report details its approach across the four core TCFD elements: governance, strategy, risk management and metrics & targets. To implement this effectively, a cross-functional working group was formed to conduct a thorough risk matrix analysis. This process identified and formulated response strategies for critical physical risks, such as flooding impacting operations, and transition risks, including the financial implications of carbon fees and the EU Carbon Border Adjustment Mechanism.