Sustainability is a vague idea. How do you define sustainability in the natural rubber sector?

I think sustainability is vague if you have not looked at it with a good set of eyes. If you see it as a concept, then it certainly is not vague. Many standards have been introduced in the last 30 years and organisations and stakeholders have worked around this concept. The sustainability concept is evolving and is very well defined in the areas we operate in nowadays.

GPSNR defines sustainability through a multi-stakeholder process where we bring in members of GPSNR together. Our organisation represents all parts of the supply chain, from smallholders to processors and traders to manufacturers and civil society. Today, we represent about 60 percent of the global natural rubber volume.

Our supply chain sustainability commitments include the environmental, social and economic aspects of sustainability. The definition of sustainability for our members is now very well defined through a document, which is approved and called the policy framework document. This is a set of eight overarching themes that include commitments to legal compliance, community livelihoods, healthy and functioning ecosystems (including no deforestation) and respecting all human rights. Our GPSNR members need to have policies aligned for the production and procurement of sustainable natural rubber.

The great news is that after the document was approved last year, the GPSNR members are now aligning and publishing policies to be in line with this framework. Of course, these are commitments that do not explicitly mean implementation. Now the next step for us would be reporting requirements for our members. The members will have to publish reports every year, and we are defining the requirements for these reports now. For them,           it will be to demonstrate how they are reaching this commitment. We are also working on implementation guidance that will help companies implement an assurance model. It aims to understand the different risks and identify the modes of assurance based on the level of risk. It ensures that the commitments are met and that any claim the company makes on sustainability is verified.

Would there be any mechanism to know how companies are implementing the policies?

For GPSNR, it is not about reinventing the wheel. We don't want to create another certification standard. We have certification systems out there. I think, especially in the rubber sector, we need something that goes a bit broader than the current specification for certification because we have 85 percent production coming from independent smallholders, owning 1-2 hectares of land each, which makes it quite challenging to scale up certification promptly. So we are building up an assurance model, which is going to be a risk basis. The basic idea behind this is that instead of having a standard where you have to tick all the boxes of the standard, we will look at your situation. We are going to have a map of risk globally. So, based on the level of risk, we ask our members to have different levels of assurance.

For example, if we are sourcing from a place where everything was developed years ago, your risk of deforestation might be low. We might not require you to do a full deforestation assessment. Or maybe your risk in the supply chain is very high in terms of labour with migrants; we will ask you to have a more in-depth and third party assessment for that.

And this way, we hope to be able to bring down the cost of assurance and make the process a bit linear so that we can focus on what matters.

GPSNR was established in 2019. Could you highlight the achievements of GPSNR so far?

We are quite a young organisation considering it is a multi-stakeholder organisation. We started with just 11 members.  , we soon had 16-17 members, including some processors and traders in automotive, but now we are reaching 130 members.

As mentioned earlier, today, our members represent well above 50 percent of the global rubber market volume. Even if you compare it to other similar organisations with long-standing in other commodities, we are far above what others have seen in terms of representation. One of the most significant achievements that I would mention is the policy framework and its commitments and the ability to align the members with it to make a difference in the natural rubber supply chain.

I feel very confident that through this change, we will be able to reach the smallholders and improve their situation, which is really at the heart of GPSNR.

How do you make sure that there will be traceability and transparency in case of violation of rights?

That's a fair point. One of the key things that we managed to ensure is that smallholders are included in decision making in GPSNR processes. So now we have 28 smallholders that represent 8  different countries at the moment. They're a part of GPSNR as members, but they don't pay any fees.

They have been selected the representatives  through workshops conducted by us. Several smallholders participated in the workshops, and I do think that we're trying our utmost to ensure that their participation is meaningful. They understand how to engage in the platform and how to make their voice heard within the platform.

We ensure that everything GPSNR is doing is co-designed with smallholders. I don't mean to say that we represent all the seven million smallholders out there, but we're making strides as much as possible.

In terms of the grievances, we have set up a grievance mechanism that is open and transparent. Any stakeholder now can file complaints through GPSNR, and an independent panel of experts would review this. We hope to ensure that there is at least a communication channel and ways to address discrepancies through that system.

I think traceability can be defined in very different ways. So, traceability, in my mind, is knowing from where a specific batch of rubber is coming and keeping it separate from others in the supply chain.There is some merit to that and some approaches to do a certification. We need to look at transparency to ensure that companies know where we are sourcing from. They have to take responsibility for their suppliers' operations as if it was their operations.

What are the steps undertaken by GPSNR to curb illegal activities of companies like land grabbing etc.?

I think the first and most crucial step is to identify what can and cannot be done, because, unfortunately, in developing countries, maybe at times, the legal requirements do not match with the social licence to operate requirements expected in the sustainable world. That's one aspect, and there's also the enforcement, and due diligence might not be as good as expected. So, I don't think that the policy framework of GPSNR does a very good job in identifying what those do's and don'ts are. As for GPSNR members, I do believe strongly that the policies that are now in place will set a good foundation to ensure that the buyers will trigger these requirements down the supply chain.

We have seen that due diligence can only stop deforestation and land grabbing and other such activities in the entire supply chain to some extent. What we need is incentives, and that's why one of the critical challenges that we're finding in GPSNR is to identify how we can bring up financial and non-financial  incentives to companies and smallholders to operate sustainably.

For example, we have a working group on shared responsibility looking at how the companies can act together to solve issues that cannot be solved by a single company on its own. I deeply believe that most of these issues are linked to livelihood. May be we need to ensure that they get the right amount of compensation for their rubber production so that they don't have to open up another hectare to meet their livelihoods requirements.

Would you be working with the government in different countries? How difficult is it to work with the government?

GPSNR does not have direct government involvement, but we do collaborate with them. We have an MoU with IRSG, the international rubber research organisation. So by working with them, we have set up a series of dialogues with governments where we brought up, in the past year, the work of GPSNR, seeking opportunities to collaborate.

We are in touch with the local government agencies to ensure that we have public and private partnerships. Governments are key stakeholders, and especially when we want to reach smallholders at a large scale, we cannot forget to ensure that the governments are involved in the work we do.

Nineteen leading companies have joined your organisation. How difficult do you find it to make standard solutions?

Well, that's the beauty of the multi-state process and co-design process. So, it took a while, but the policy framework was designed with the input of all members. Everyone had the chance to chip in and find a synergistic approach together with the civil society organisations.

I think it's also doable as the world is becoming more global. There are differences in how the companies operate, but the global expectations are quite clear to everyone and every company as all aim to become global leaders. And that has helped in aligning the expectations.

You have around 130 members at present. How do you want to expand?

Until now, the membership that we've seen coming in is mostly from within the tyre sector. We are having discussions and interest from potential members outside the tyre sector but still in the rubber sector. Our setup already allows for the inclusion of known tyre members, but we're not just a tyre-focused association; we are a natural rubber-focused association. So the door is open for these entities, which is the focus of our expansion.

What are the challenges?

Covid has not been easy, but in a multi-stakeholder organisation, we're trying to build trust among our members for them to work together. We are human, so we're social animals, and trust is created by having interactions. So building trust has been really challenging.

But I do hope that as we come out of this crisis, this becomes easier for us as we want to reinstate physical gatherings and get our members together, which will help us move faster than we are today.

El Hadj Larbi Industrie (SHLI) has announced significant progress on its state-of-the-art tyre manufacturing facility in Tafraoui's El Hamoul industrial zone, marking a transformative development for Algeria's industrial sector. This DZD-50-billion project represents one of the nation's most substantial private investments, strategically aligned with Algeria's economic diversification goals. The complex aims to dramatically reduce the country's tyre import dependency while supporting the burgeoning domestic automotive industry that has attracted global manufacturers.

Partnering with China's Doublestar Tires, SHLI is implementing cutting-edge Industry 4.0 technologies throughout the facility. The production process will feature full automation, advanced robotics and AI-powered quality control systems to ensure international-standard output. This technological edge positions the complex to compete in both domestic and export markets across Africa, the Middle East and Europe.

Initial operations will focus on producing seven million tyres annually, including one million truck tyres to serve Algeria's critical logistics sector. The long-term vision includes expanding to 22 million units through additional nationwide production facilities, potentially covering most domestic demand while generating export revenue.

Despite facing geological challenges from the site's clay-rich marshland, the project promises substantial socioeconomic benefits. It is expected to create over 2,000 direct jobs and thousands more in supporting industries. The facility's first phase is on track to begin operations within the coming years.

The Dutch Grand Prix at the iconic TT Circuit Assen marks the return of Pirelli’s Moto2 tyre comparison between the standard SC0 soft rear compound and the development E0125, which was first introduced at Silverstone and later tested at Aragón. For this round, riders will have access to both rear options in soft compound – the conventional SC0 and the experimental E0125 – paired with either the soft SC1 or medium SC2 front tyres. Each rider will receive eight units of the rear tyres and eight of the front SC1, while the SC2 front will be limited to six. As per regulations, competitors may use a maximum of 17 tyres across the weekend, with a breakdown of eight front and nine rear.

The E0125 development tyre, which was universally adopted by riders at both Silverstone and Aragón, represents an evolution of the standard soft compound. While it retains the same tread compound, it incorporates a revised structure designed to enhance stability and deliver more consistent performance over full race distance. This adjustment aims to improve handling and endurance, particularly under the demanding conditions of Assen’s fast, flowing layout.

Meanwhile, Moto3 riders will continue with the established tyre allocations from previous rounds, receiving eight units each of the soft SC1 and medium SC2 compounds for both front and rear. The same 17-tyre limit applies, ensuring parity in usage across the field. Pirelli’s ongoing development in Moto2 highlights their commitment to refining performance, while Moto3 maintains a stable specification to suit the lightweight class’s unique demands. The Dutch GP will serve as another critical evaluation point for the E0125 as Pirelli gathers data for potential future adoption.

Continental has introduced the Archetype, a new limited-edition road tyre developed in collaboration with UAE Team Emirates – XRG. This tyre will debut at the 112th Tour de France, starting in Lille next week.

The Archetype boasts a 30-mm width, weighing 35 grammes less than the Grand Prix 5000 S TR, and features an ultra-supple carcass for enhanced responsiveness and comfort. At its core lies Continental’s renowned BlackChili compound, which minimises rolling resistance while delivering exceptional grip. The tyre also incorporates LazerGrip, a micro-profile shoulder design for secure high-speed cornering, and Active Comfort Technology to dampen road vibrations for a smoother ride. Fully tubeless-ready and hookless-compatible, the Archetype is optimised for modern race setups, from Grand Tours to time trials.

As an official licensed product for the 2025 Tour de France, it combines cutting-edge engineering with elite performance. This limited-edition tyre reflects Continental’s commitment to innovation and speed, tailored for professional cyclists and high-performance enthusiasts alike.

Hannah Ferle, Road Product Manager at Continental, said, “We were asked by UAE Team Emirates – XRG to build a tyre that could deliver even faster performance in a 30-mm width. That’s a bold challenge – so we went back to the fundamentals. The result is the Archetype: a tyre that distils our decades of racing expertise into a pure, purpose-built product. It’s minimal, fast and made for those who live to compete.”

On 18 June, the prestigious 22nd ‘World Brand Conference and Release Ceremony of China's 500 Most Valuable Brands’ was held in Beijing, organised by the World Brand Lab. Demonstrating its industry leadership, Doublestar achieved an impressive brand valuation of CNY 116.208 billion (approximately USD 16.21 billion), securing the 93rd position overall and maintaining its position as the highest-ranked Chinese tyre brand for yet another year.

This recognition underscores Doublestar's strong market presence and consumer trust, built on decades of innovation and quality craftsmanship. Moving forward, the company has committed to strengthening its brand influence through continuous technological advancement and sustainable development. By focusing on research and production of safer, smarter and more environmentally friendly tyre solutions, Doublestar aims to not only meet evolving market demands but also drive the high-quality growth of China's tyre industry.