When we consider the examples provided by various leaders around the globe where Covid-19 is considered, the outcomes can be binary; either the decision has worked out well, or the disaster is still arising.

So in considering a truck pulling a trailer, the trailer has to follow the lead of the prime mover, BUT in this case, the trailer bears substantial influence upon the direction the prime mover is travelling.

In order to stay on course, the driver of a truck and trailer combination is usually required to provide continuous inputs to the steering. The question of why such inputs are needed is not easily answered if the trailing units are actually appropriately aligned. More often than not, this is not the case. Trailing unit misalignment is the greatest cause of rash drive, influences tyre wear, increases fuel burn and decreases wheel end life, ergo increasing the operating costs.

Instead of rolling over the pavement, the tyres are actually scuffing and being dragged over the running surface. If the axles of the trailing unit are not ‘aligned’ to the appropriate settings, it will pull the tractor off course. Appropriate settings are usually tighter than the broad specification manufacturers suggest (and truck OEMs don’t really care much about trailers).

One transport company was unpleased with the tyre performance it was achieving. The company was looking for efficiencies in its operations, so it engaged TyreSafe Australia to assist.

After inspecting the scrap tyre heaps, it was determined that there was a good prospect of improving the bottom line by a good number of percentage points.

The process of having all the tyres rolling in exactly the same direction was paramount.

Once inflation pressures were brought under control using real-time tyre monitoring systems (TPMS) broadcasting tyre pressure data back to base, several issues were identified by examining how the tyres reacted during the operations.

Topics such as axle camber, wheel bearing preload are all under the old bogey of ‘wheel alignment’ and so were examined along with the actual axle alignment and wheel (tyre assembly) balance. Adjustments were made, tuning the trailers sometimes fraction by fraction.

The first noticeable effect was comments from the drivers such as “we don’t know we’ve got three trailers, this thing steers like a car”, “I can relax and just monitor the drive; I’m no longer fighting the steering wheel trying to keep the rig on the road” and “at the end of my 12-hour shift, I’m feeling fresh, my arms aren’t sore from constantly working the wheel to keep heading where I want to go not where the truck wanted to go” – giving indications that the project was bearing fruit.

All the tyres from the pilot rig were now evidencing evenly shared workloads; the operating pressures were within the acceptable range for all tyres on each axle group. The end-of-life tyres no longer exhibited strange wear patterns; they all were wearing evenly and smoothly, tread consumption was impressive. The projected tyre life increased by a double-digit number according to change out frequency reduction. The most impressive return was from fuel burn rates.

Being a triple trailer unit, a lead trailer followed by two dolly/trailer tri-axle combinations, the fuel burn rate was always going to be high. Starting from a 1.45 km/litre base, the pressures/alignment project presented figures of 1.85 km/litre, a 27 percent improvement. Considering the annual travel was some 250,000 km, the savings were substantial, to say the least.

Add extended wheel end life, reduction of driver fatigue and the tyre life is extended by 10 percent plus the return on the investment is remarkable.

The alignment of the trailing units directly influences the performance of the entire rig. Having tyres wearing evenly means tyre rotations over different axles became a matter of routine periodic maintenance, not a desperate attempt to salvage a few more millimetres of tread before throwing a large percentage of usable rubber away.

Quite often, operators only care about the tractor. For some pulling client trailers, there is little option. They have to pass the costs on to the client when the contract is signed knowing full well that tyre wear is going to be higher than it should be, fuel burn is going to be higher than it needs to be and the potential for a loss of control event is higher than it needs to be.

Observing tyre pressures in real-time now provides opportunities to examine the underlying reasons why the tyres are reacting the way they are. Agreed road conditions are always a challenge, but all tyres on the rig suffer those consequences one way or the other. It is why the tyres react the way they do is what we are interested in.

Having a software database system that can compare real-time inflation pressures from different axles and positions will reveal insights that are usually just dismissed in the scrapyard as ‘that’s life’. Sorry, I am not going to accept observing tread packages that are not evenly worn across the face and around the circumference as being normal. If the leadership provided does not yield success, then question the status quo, is this true leadership or just profit burning?

Dog tracking is not a unique concept. The head end may be pointing in a different direction to the back end, both ends scuffing the surface to achieve the intended direction of travel. I’m sure many of you have followed a trailer going in a different direction than the tractor.

Why are transport operators continuing to consider tyres as consumables when in fact, they are diminishing assets? This is not semantics or wordplay. When tyres are viewed holistically, the return from the asset group (the truck and trailers) can be improved substantially.

Any transport organisation is in business to generate a profit, which surely is the reason for the business venture, is it not? If the profits will be thrown away because of a lack of direction or leadership, is that not akin to a trailer pulling the tractor offline, what I call dog tracking?

Quality tyres wear according to what they experience. Being pulled offline is the fastest way to burn tread rubber; ignoring inflation pressures is the fastest way to burn the casing’s potential. Despite what is said around the scrapyard, actually maximising the return of your tyre investments is not rocket science, diligence and dedication are required.

Success doesn’t reward a lack of effort. (TT)

Eurogrip Tyres, the leading tyre manufacturer in India, showcased its premium two-wheeler tyres at the 17th edition of Feria 2 Ruedas (F2R) International Motorcycle exhibition held at Plaza Mayor, Medellin, Colombia. The dates of this high-profile business event in South America's two-wheeler sector are 15–18 May 2025.

For more than 17 years, the Feria de las 2 Ruedas (F2R) has been the leading motorcycle industry event in Latin America. The expo, which takes place every year in Medellín, Colombia, is a vibrant venue for commerce, innovation and growth in the motorcycling sector. Additionally, it gives aficionados the chance to investigate the most recent developments and trends in the industry. The company showcased its premium lineup at exhibit N24 in the Tented Pavillion, which included a range of sport touring, off-road and trail tyres. High-performance versions including the Roadhound, Protorq Extreme, Trailhound STR, Climber, Bee Connect, Terrabite DB+ and Badhshah LX were on display.

P Madhavan, Executive Vice-President – Marketing & Sales, TVS Srichakra Ltd, said, “Eurogrip is focused to deliver innovative products for the global markets. Latin America is a priority market for us, and F2R Expo is a promising platform to engage with our target audience. We are looking forward to interesting business opportunities arising from this expo. Such specialised industry tradeshows add exceptional value to our quest in becoming a leading global tyre brand delivering world class tyre technology.”

Denka Company Limited announced it would record an extraordinary loss of approximately 16.1 billion yen (£85.8 million) as an impairment on manufacturing facilities at its US subsidiary. It will indefinitely suspend chloroprene rubber production at the Louisiana plant.

The Japanese chemical manufacturer, which holds a 70 percent stake in Denka Performance Elastomer LLC (DPE), cited mounting operational challenges, including unexpectedly high costs for pollution control equipment and declining production volumes at the American facility.

“DPE has faced significant cost, production and other challenges at its facility in the United States,” the company said in a statement. “Rising costs are attributable to, among other factors, identification, design, purchase, installation, and operation of pollution control equipment to reduce chloroprene emissions that DPE did not anticipate being required when it acquired the facility from E.I. DuPont de Nemours and Company.”

The subsidiary was established in December 2014 and acquired the chloroprene rubber business from DuPont in November 2015. The Louisiana facility was intended to serve as a second manufacturing site in North America, complementing Denka’s Omi Plant in Itoigawa, Niigata, Japan.

However, according to the company statement, DPE has struggled with multiple operational issues, including “rising energy costs and a shortage of qualified staff necessary to operate new pollution control equipment and implement other emission reduction measures. “

Production volumes have declined partly due to “operational restrictions arising from the pollution reduction measures and unscheduled plant outages associated with supply chain disruptions and severe weather events,” Denka said.

The company noted that these challenges, combined with changes in the global economic environment for chloroprene rubber, have pressured profitability, making near-term improvement difficult.

Denka confirmed that DPE employs 250 people as of December 2024 and will not restart its chloroprene rubber manufacturing facilities following a regular maintenance shutdown. Instead, “all options for the business, including a potential sale of the business or its assets, will be considered,” the statement said.

The company emphasised that “no decision regarding a permanent closure of the facility has been made at this time.”

Customers will continue to be supplied from current inventories and production at the company’s Omi Plant in Japan.

DPE is 70 percent owned by Denka USA LLC, a wholly owned subsidiary of Denka Company Limited, and 30 percent by Diana Elastomers, Inc., a subsidiary of Mitsui & Co., Ltd.

Yokohama Rubber reported a 56.9 percent year-on-year decline in profit attributable to owners for the first quarter of 2025, despite posting a 9.0 percent increase in sales revenue.

The Japanese tyre maker recorded a profit of 8.53 billion yen for the three months ended 31 March, down from 19.8 billion yen in the same period last year. Business profit fell 3.2 percent to 24.07 billion yen, while sales revenue rose to 275.12 billion yen.

The company maintained its full-year forecast, projecting an 11.4 percent increase in sales revenue to 1.22 trillion yen and an 8.8 percent rise in profit to 81.5 billion yen for the fiscal year ending 31 December 2025.

Yokohama Rubber attributed the profit decline to one-time costs related to its February acquisition of Goodyear’s off-the-road (OTR) tyre business, which it purchased for approximately 143 billion yen.

“Profit from existing businesses was strong,” the company said in its earnings statement. “In addition to increased sales volume for the company’s consumer tyres, mainly in overseas markets, and continued expansion of sales of high-value-added ADVAN, GEOLANDAR, and Winter tyres as well as high-inch tyres, profit was boosted by the MB segment’s MIX improvements and structural reforms.”

The tyre segment, which accounts for 91percent of the group’s consolidated sales revenue, saw a 10.4 percent increase in sales to 250.32 billion yen. Original equipment tyre sales were higher year-on-year, driven by “strong sales in Japan of vehicle models equipped with YOKOHAMA tyres and expansion of shipments for Chinese automakers’ new energy vehicles,” the company said.

Replacement tyre sales also increased, supported by higher sales of summer and winter tyres in Japan, increased sales of high-inch tyres in Europe, and stepped-up sales efforts in Asia.

The MB (Multiple Businesses) segment, which represents 8.4 percent of total sales, experienced a 3.2 percent revenue decline to 23.02 billion yen. This was attributed to lower demand from construction machinery makers in Japan and automakers in North America.

The company described an “upbeat” business sentiment in Japan for the quarter, noting that “a steady recovery in inbound demand and increasing orders for construction and logistics projects compensated for weak consumption by domestic households curbing spending in response to rising prices of consumer goods.”

Overseas, the company observed rising inflation concerns weighing on consumer spending in the United States, while in Europe, “manufacturing industries are rebounding and corporate business sentiment is improving.” In China, personal consumption was boosted by the Spring Festival holiday, but high US tariffs “reduced China’s exports and created uncertainty about the future that is weakening industrial activity.”

Swedish speciality chemicals firm Nynas reported solid financial results for 2024, posting an Adjusted EBITDA of 1,333 million Swedish kronor, marginally higher than the 1,316 million kronor recorded in 2023.

The company, which specialises in naphthenic speciality oils and bitumen products, attributed its performance to operational efficiency and commercial success in its niche markets.

“We are delighted with the progress made during 2024, evidencing our right-sized cost base and a more targeted commercial and manufacturing footprint. We have redefined our strategic direction, positioning Nynas as a speciality chemicals company, enabling the energy transition and setting our course for 2035,” Nynas CEO Eric Gosse said in a statement.

The firm highlighted strong cash generation from operations, which it said would support planned investments and longer-term growth initiatives. Nynas also mentioned the ongoing transformation of its Harburg site with plans to monetise the asset eventually.

All three of the company’s production facilities maintained high operational reliability between 95 percent and 99 percent. The Nynäshamn refinery achieved a notable milestone: in May 2024, it set a new monthly production record for naphthenic speciality oils at 42,000 tonnes.

Strategic pivot towards sustainability

Nynas outlined a strategic shift focused on higher-margin speciality materials with sustainable characteristics. The company aims to strengthen its position in European markets through innovation and sustainability initiatives.

“Nynas is uniquely positioned to contribute to the energy transition. Our strategy reflects our purpose to advance a more sustainable society, and our product development pipeline is fully aligned with this goal," Gosse added.

In 2024, the company received an EcoVadis Gold rating, placing it in the top 5 percent of globally rated businesses for sustainability performance.

With consecutive years of strong financial performance, Nynas indicated it continues to monitor debt capital markets to optimise its capital structure “at the appropriate time potentially”.

The Swedish chemicals producer noted that, having ceased operations in the United States in 2022, it remains largely insulated from recent global trade tensions surrounding US import tariffs. The company imports only minimal feedstock from America, shielding it from potential cross-border trade disputes.