On the other hand, Sharma believes that it is relatively easier for an established off-highway tyre specialist to expand into the B2C or on-highway tyre segment than it is for traditional consumer tyre companies to build the capabilities needed for off-highway applications.

To ensure that its leadership in off-highway tyres remains intact, the company has ring-fenced the two businesses. The off-highway and on-highway operations will run independently with a completely separate team dedicated to the consumer tyre segment.

The distribution strategy will also be different. “The on-highway business will have its own distributors and channel structure and we will not rely on the existing off-highway distribution network for this segment,” he said.

In effect, everything from organisational teams to distribution channels has been designed to remain distinct while still allowing the company to selectively leverage complementary strengths where it makes strategic sense.

UNCHARTED TERRITORIES

Entering the B2C tyre space in India is widely seen as challenging, as the market is dominated by a handful of established players and is extremely price competitive.

Alluding to how the company will navigate through such uncharted territories, Sharma said, “While the Indian tyre market is indeed dominated by major players, that concentration also indicates limited brand diversity rather than excessive competition. This suggests there is still room for credible new entrants that can provide customers with more options.”

Sharma also believes that the company enters the market with an advantage because it already has a well-recognised brand presence in India. It is not a completely new or unknown player entering the country for the first time.

“Given that roughly 90 percent of the market is served by only a few companies, we see an opportunity to gradually establish ourselves by offering reliable products and expanding customer choice,” noted Sharma.

Also, India is one of the largest markets in the world for two-wheeler tyres. The company’s long-term strategy is to eventually address multiple segments, but the initial focus will be on high-volume categories.

“Building a strong distribution network requires products that move quickly and consistently through the market, making high-volume segments the logical starting point. The two-wheeler tyre market in India is largely volume-driven with enormous demand levels. Success in this segment requires deep market penetration, strong brand awareness and the ability to deliver high-quality products consistently,” explained Sharma.

As a result, the company plans to begin with two primary product categories viz-a-viz a pure on-road tyre and an on-off-road tyre. “Within these categories, several sub-segments will be introduced to address different consumer needs. This multi-product approach is designed to help build the distribution network, strengthen brand visibility and establish our operating model in the market. Additional product lines will be introduced gradually once this foundation is established,” contended Sharma.

He also believes there is a meaningful opportunity to bring more innovation to better serve Indian consumers. From a consumer perspective, introducing fresh breakthroughs in two-wheeler tyre technology could unlock new levels of performance, safety and value in the years ahead.

He believes the market is ready for new products with improved performance characteristics and superior attributes. Increased competition can drive innovation and ultimately benefit consumers.

DISTRIBUTION DISRUPTOR

The biggest challenge in the two-wheeler tyre business is reach and market penetration, noted Sharma. Unlike other tyre segments that rely heavily on specialised dealers, two-wheeler tyres are frequently purchased from nearby mechanics or small retail outlets because customers typically treat them as basic, everyday products rather than highly technical components.

He added that most riders are unwilling to travel long distances to a specialised tyre store for a replacement. This has created a highly dispersed retail ecosystem with multiple types of sellers. Over time, the market also adopted a distributor-led model that proved commercially successful and helped some leading companies expand their reach significantly.

However, that model also has weaknesses. “Many companies operate both legacy dealer networks and distributor systems simultaneously, which can lead to channel overlaps. In practice, this often results in product infiltration between territories, price inconsistencies across outlets and confusion for end customers,” stated Sharma.

He added, “Entering the market later provides an advantage because we do not carry the burden of legacy distribution structures. Instead, we plan to implement a pure distribution model from the outset. Each distributor will operate within a clearly defined territory with strong protection from channel overlap, allowing them to invest confidently in building their regional market.”

According to Sharma, this structure has already generated strong interest among distributors. Many see the opportunity as a long-term entrepreneurial venture where they can build a stable and scalable business.

He believes that this model will help the company challenge some existing distribution norms not only in two-wheelers but eventually in other tyre segments as well.

REGULATORY RESILIENCE

On the other hand, Sharma noted that the commercial tyre market must be viewed within the context of rapidly evolving regulations and policy direction. India’s decision to move directly from Bharat Stage IV to Bharat Stage VI emission norms illustrates how quickly regulatory frameworks can evolve. Discussions around future stages, along with policies such as Extended Producer Responsibility (EPR) for tyres, are reshaping how companies must approach the market.

At the same time, government policy clearly indicates a long-term transition towards greener mobility.

“We believe retreading should play a far larger role in the tyre lifecycle. Retreading extends the usable life of tyres, offering both economic benefits for fleet operators and environmental advantages for the broader ecosystem. Yet, despite its logical benefits, retreading volumes in India have actually declined in recent years,” noted Sharma.

The company intends to challenge this contradiction by promoting retreading more actively and working with customers who share the same long-term vision. Education and engagement will form an important part of this strategy.

Another factor influencing product strategy is the increase in vehicle loading across the trucking sector. “Higher loads often cause tyre wear patterns that reduce retreadability, highlighting the need for better product specifications,” said Sharma.

Rather than competing directly in the most crowded segments, the strategy is to align with emerging market trends, promote technically appropriate products and raise awareness about more sustainable tyre usage practices.

RETREADING PARADOX

Sharma said Indian consumers are willing to pay more when they see value, as they tend to evaluate purchases rationally, with fleet operators focusing on total cost of ownership rather than just the upfront price.

He argued that taxation alone cannot explain the recent slowdown in retreading. Earlier, GST on new tyres stood at around 28 percent and has since been reduced to roughly 18 percent, while retreaded tyres are also taxed under the GST framework.

“The decline in retreading activity has been taking place for nearly three years, which suggests that GST changes alone cannot explain the trend,” Sharma said, noting that a large portion of the business historically operated in the informal sector. “Taxation may therefore be a convenient explanation, but it does not fully address the deeper structural issues affecting the market.”

According to him, the deeper issue lies in a structural conflict within the tyre industry, where promoting retreading aggressively could reduce demand for new tyres.

“Many manufacturers have experimented with retreading programmes or franchise models, but they rarely pursue them with the level of commitment required to develop the ecosystem fully,” he noted.

Sharma believes this gap creates an opportunity to engage with fleet operators and promote better tyre lifecycle management.

“With improved highway infrastructure, higher vehicle speeds and evolving regulatory expectations, better utilisation of retreading could benefit both the industry and the environment,” he added.

The company plans to focus on casing preservation and customer education while working with reliable regional retreaders to encourage better tyre lifecycle practices.

DEVELOPMENT AND SUPPLY

BKT already operates advanced indoor tyre testing equipment and initially utilised some of the testing infrastructure that had been developed for its off-highway tyre business while additional machines were being installed. It now has a strong indoor testing setup and continues to expand and upgrade this infrastructure to support product development.

It has also earmarked an INR 35 billion investment for expanding its on-highway tyre portfolio. While Sharama didn’t disclose a detailed breakdown, he informed that the investment will be distributed across the different business segments including off-highway tyres, on-highway tyres and carbon black based on strategic requirements.

He also said that if future growth plans require establishing technical centres or partnerships in overseas markets, the company remains open to taking those steps.

For the export markets, for the first two years, the focus will remain on building the product portfolio and preparing the range for international markets. A broader market launch through the global distribution network is expected to follow about two to three years later.

Commenting on the opportunities and challenges that the company will face in achieving the target of INR 230 billion in revenue from the current INR 100 billion, Sharma said, “Our core off-highway tyre business continues to grow strongly, particularly in India. Slower growth in certain international markets in recent years has been influenced more by geo- political developments rather than by any structural weakness in demand.”

“If those external conditions stabilise, we believe that the core business remains on a solid growth trajectory. India, in particular, continues to be a strong growth market,” he added.

Each business segment operates with a distinct strategy, and based on internal planning, the company believes achieving roughly 2.2 times growth over the next few years is feasible.

At the same time, Sharma viewed the revenue target as intentionally ambitious. “Setting a bold goal helps ensure that strategies are clearly defined, documented and communicated across the organisation so that teams understand exactly what must be done to achieve it,” he stated.

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The research and development team of any tyre maker decides whether the final product will be a success or a failure. And it is prudent to say that a lot of research hours and developmental cash go into making one of the most critical components of the automobile sector. In an exclusive tete-a-tete with Tyre Trends, Vice President and Global Head of Research and Development at Omni United, Olli Seppala, shares insights into the demanding and complex world of tyre research illuminating how markets and other factors dictate team operations.

“Omni United has an experienced team and we understand the needs of different markets very well. We constantly track trends in each region because legislation and approval requirements change all the time. In Europe, for instance, there are evolving regulations and strong influence from testing. In United States, the market is also changing very quickly as it is no longer only about mileage and comfort. Performance has become equally important,” he stated.

The company sells extensively in North America and Europe as well as in countries like South Africa, Australia and several markets across Asia.

However, every market doesn’t necessarily have similar demands, and the onus falls on the research and development team to derive market-ready products.

“Every market is equally demanding in different ways. Europe requires extremely high-performance levels, but customers are also willing to pay for that performance. In Asian markets, however, you still need a certain level of performance, but you must also keep prices under control. That creates additional pressure on the research and development side,” noted Seppala.

In the tyre industry, research and development quietly determines whether a product succeeds or disappears from the market. Behind every tyre lies years of testing, complex material science and constant adaptation to changing global demands. In an exclusive interaction with Tyre Trends, Vice President and Global Head of Research and Development at Omni United, Olli Seppala, explains how the company’s development teams navigate shifting regulations, regional market expectations and sustainability pressures while striving to deliver premium performance tyres at accessible prices across diverse international markets.

He added that European developers sometimes struggle when developing tyres for US or Asian markets because they may still carry the old perception that the US market is only about comfort and mileage.

Currently, the US market is now strongly performance-oriented. Tyre makers must understand specific requirements such as wet grip, correct handling balance, rubber compound characteristics and special durability properties like resistance to cuts and chips.

Asian markets are also highly complex. Conditions can vary dramatically by region. For example, southern China is very different from northern China, so specialised approaches are necessary.

The Japanese market is another example, said Seppala, as Japanese winter tyres are a category of their own and one really has to understand the specific expectations there. In addition, tyres must be durable and resistant to environmental factors such as ozone and pollutants.

WORKING THE WORKS

“When we talk about all-season tyres with the snowflake symbol, European all-season or North American all-weather tyres pose a significant challenge,” noted Seppala.

“Such tyres must balance strong wet grip, stable dry handling in high temperatures and reliable performance in snow and cold conditions. The main challenge is developing a rubber compound that remains flexible in freezing temperatures while maintaining handling stability at around 30 degrees Celsius,” he added.

On the other hand, working with different manufacturing partners also raises certain concerns, which the executive describes as ‘complex situation’. “The process is complex and involves several challenges. When developing a new product, we carry out the design work internally including building the construction and conducting in-house testing. Most of the development work is completed within the company before moving forward to the production stage. However, the advantages generally outweigh the challenges,” noted Seppala.

The company develops its own tyre compounds in-house and is now entering a deeper phase of rubber compounding through a new materials development initiative focused specifically on compounding.

“The goal is to deliver premium tyre performance at accessible prices. Key research and development priorities include improving wet grip, increasing mileage and reducing rolling resistance to balance the tyre industry’s ‘magic triangle’. Sustainability is also becoming essential with growing work on recycled and bio-based materials. Currently, development efforts are focused mainly on passenger car and 4x4 tyres, although we also produce truck and commercial tyres,” he added.

Nonetheless, he noted that shorter development timelines are an everyday challenge for research and developmental teams. While Omni United already has one of the shortest development cycles in the industry, efforts are ongoing to make the process even faster.

However, Seppala averred that the approach depends on the situation. Completely new concepts can be developed quickly, but when replacing a product at the end of its lifecycle, it is often better to allow more time for testing and gradual improvements. In such cases, the focus is not just speed but improving the overall efficiency of the development process.

TECHNOLOGICAL ADVENT

Seppala noted that digital tools and artificial intelligence (AI) are expected to play a very significant role in tyre research and development, particularly in construction design and compound development.

Machine learning can help improve compound recipes by analysing large datasets generated from continuous testing. Using non-linear analysis and specialised software, the company processes accumulated testing data to refine and optimise compound formulations over time.

Seppala also noted that tyre development today must address broader environmental challenges, including noise pollution. With electric vehicles becoming quieter, tyre noise is becoming more noticeable.

At the same time, regulations such as Euro 7 are increasing attention on particle emissions. He explained that noise is an important factor in tyre design. While the European tyre label mainly measures external pass-by noise, the company also focuses on reducing noise inside the cabin to improve driver and passenger comfort, alongside minimising environmental noise pollution.

Over the next three years, one of the main priorities of the company will be taking materials development to the next level, making it a major focus for the research and development team.

Another key area will be expanding the company’s testing operations. While he did not disclose detailed strategic plans, he noted that testing capabilities will increase significantly, covering outdoor track testing, indoor tyre testing and laboratory testing of materials. All three areas will play an important role in future development.

Alluding to the areas pertaining to tyre performance that the company plans to focus on in the future, he said, “Tyre performance involves many factors, making it difficult to rank them strictly, but improving safety will remain a key focus in the coming years. While current products already perform at a high level, we aim to further enhance safety performance.”

Seppala also highlighted ongoing work on replacing 6PPD, noting that progress has been promising. The goal is to become the best-performing tyre brand in ozone resistance, addressing ozone cracking issues seen in many manufacturers globally, while developing a solution that is both sustainable and effective.

Commenting on key trends that will influence the company’s future, Seppala said, “Three major trends will shape the company’s research and development work going forward. First, market expectations in Europe and US are gradually converging. The US market is placing greater emphasis on safety and wet grip, while Europe is increasingly focusing on abrasion resistance and tyre mileage, creating pressure to improve durability. Secondly, sustainability will remain a constant industry priority. Thirdly, the key challenge will be developing tyres with advanced materials that deliver premium performance while keeping prices accessible for customers.”

For Omni United, the future of tyre development lies in balancing performance, durability and affordability amid tightening regulations and sustainability demands. As markets converge and technologies like AI reshape research and development, the company’s challenge will be clear as it harnesses advanced materials and faster development cycles to deliver safer, longer-lasting tyres without compromising accessibility.

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For fleet operators, tyres are more than just rubber on the road – they represent nearly 30 percent of total operational costs. As margins tighten, operators are moving beyond simple replacements and instead reassessing the entire tyre lifecycle to maximise longevity without compromising on safety or uptime.

In India’s cost-sensitive trucking industry, tyres represent one of the most significant operating expenses for fleet operators. Managing tyre life effectively has therefore become a critical part of fleet profitability, pushing many transporters to revisit tyre retreading as a strategic cost-management tool. While retreading has long existed within the commercial vehicle ecosystem, the segment today is evolving rapidly with improved technology, organised service networks and greater industry awareness around sustainability.

In an exclusive interview with Tyre Trends, Harinder Pal Kaur, General Manager of Cargo Carrier at Northern Cargo Service, shared how the company is redefining the role of tyre retreading. At present, the fleet operator manages nearly 800 trucks, where retreading is no longer a mere ‘stop-gap’ repair, it has evolved into a sophisticated, central pillar of their operational strategy.

“When we talk about trucking economics, tyres are one of the major operating costs for fleet operators. Managing tyre life effectively is therefore very important for transporters, and this is where tyre retreading plays a significant role,” she explains.

Over the past few years, rising tyre prices, growing fleet sizes and the need to optimise operational costs have made retreading increasingly relevant. At the same time, improvements in tyre construction, retreading technology and organised service networks are steadily transforming the segment into a more structured component of tyre lifecycle management.

TECHNOLOGY AND ORGANISATION

India has historically had a strong culture of tyre retreading in the commercial vehicle sector, largely driven by the cost-conscious nature of transport operations. However, the quality and reliability of retreaded tyres have not always been consistent in the past, particularly when the industry was dominated by small, unorganised players.

Kaur believes the sector is now entering a new phase of technological maturity. “Over the last few years, the commercial vehicle tyre retreading market in India has evolved steadily. Rising tyre prices, growing fleet sizes and the need to optimise operating costs have encouraged many transporters to look at retreading as a practical solution to extend tyre life and improve cost efficiency,” she notes.

A key factor behind this shift has been the emergence of more advanced retreading technologies. Modern retreading processes now include sophisticated inspection and manufacturing techniques designed to improve reliability and durability.

“Earlier, retreading was often associated with inconsistent quality, but today more organised players and better processes are improving reliability and performance. Technologies such as advanced pre-cure retreading, mould-cure or hot retreading and non-destructive tyre casing inspection systems are helping assess the condition of casings before retreading,” Kaur explains.

Automation is also playing a role in improving consistency. “Automated buffing and building machines along with improved rubber compounds are helping enhance the durability and performance of retreaded tyres,” she adds.

As a result, fleet operators are increasingly viewing retreading not merely as a cost-saving exercise but as a structured process that can extend tyre life while maintaining operational safety.

FREIGHT CYCLES AND FLEET UTILISATION DRIVING DEMAND

The demand for retreaded tyres is closely linked to the operating dynamics of the logistics sector. India has one of the world’s largest commercial vehicle fleets and trucks often operate over long distances with high utilisation rates. This naturally leads to faster tyre wear.

“The expansion of the logistics sector and improving highway infrastructure are allowing trucks to operate at higher speeds and for longer durations, which increases tyre wear and creates further opportunities for retreading,” Kaur explains.

Freight cycles and payment patterns within the industry also influence tyre management decisions. The transport business typically operates with extended payment cycles, which puts pressure on fleet working capital.

“In the transport industry, freight payment cycles are often long. Payments can take time, and in some cases, companies still require the physical hard copy of the lorry receipt before processing payment. Because of this, transporters usually need to maintain around 45–60 days of operational working capital to keep their fleets running,” she says.

During periods of strong freight demand, trucks spend more time on the road and less time idle. While this improves revenue generation, it also accelerates tyre wear.

“Long highway runs generate higher heat build-up in tyres, which leads to faster tread wear and increased tyre consumption,” Kaur notes.

At the same time, operational disruptions can also affect tyre utilisation. “Delays during loading and unloading, accidents or regulatory checks can sometimes keep vehicles stationary for several days,” she says.

In such situations, retreading helps fleet operators balance costs while maintaining operational continuity. “Retreading becomes an important cost-management strategy because it helps extend the life of tyre casings and reduce the overall cost of tyre replacement,” she adds.

CHANGING PERCEPTIONS AMONG FLEET OPERATORS

One of the most notable developments in the past decade has been the gradual shift in how fleet operators perceive retreaded tyres. “Retreading is increasingly seen not as a ‘cheap repair’ but as a part of structured tyre lifecycle management,” Kaur observes.

This change has been driven partly by technological improvements and partly by greater professionalism among fleet operators themselves. As fleets become more organised and data-driven, tyre lifecycle planning is receiving greater attention.

Another important driver behind this shift has been the growing involvement of tyre manufacturers in the retreading ecosystem.

“Tyre manufacturers are now more directly involved in the retreading process through programmes that provide approved retread designs, certified processes and casing inspection standards. This has improved the reliability perception of retreaded tyres and encouraged larger fleets to adopt them with greater confidence,” Kaur explains.

Her own experience highlights how operational acceptance evolves over time. “I remember an interesting experience from the early days of my career in the transport sector. While reviewing ways to control operational expenses, I initially tried approaching tyre manufacturers directly to negotiate better discounts for bulk purchases, but that idea did not work out as planned,” she recalls.

During that process, she discovered retreading vendors who offered a viable alternative. “I came across two vendors in Kolkata who were providing tyre retreading services and spent time understanding the process and its cost advantages,” she says.

However, adoption within the fleet was not immediate. “When we first introduced retreaded tyres into our fleet, many drivers were hesitant due to concerns about performance. To address this, we started using retreaded tyres only on the dead axle where the operational risk is comparatively lower,” avers Kaur.

The strategy gradually built confidence within the organisation. “Over time, as the tyres performed well, driver confidence gradually improved,” she adds.

TYRE MANAGEMENT AND CASING QUALITY

While retreading offers clear cost advantages, its success depends heavily on how tyres are managed during their first lifecycle.

“Retreadability largely depends on how well a tyre is maintained during its first life. Poor maintenance practices can significantly reduce the chances of a tyre being successfully retreaded. Common mistakes include irregular rotation, incorrect air pressure, delayed servicing and neglecting tube or valve condition,” she says.

Driving behaviour also plays a critical role. “Overloading, harsh braking or aggressive driving can damage the casing and reduce retread potential. Maintaining proper rotation, correct air pressure, regular vehicle servicing and disciplined driving are key to keeping tyres healthy and suitable for retreading,” Kaur explains.

The quality of the original tyre is another crucial factor. Premium tyres often provide stronger casings that can withstand retreading more effectively.

She acknowledges: “premium tyre brands generally offer better retreadability because their casings are stronger and of higher quality. A durable casing maintains its structure after the first life, increasing the chances of a successful retread.”

In contrast, the growing influx of low-cost imported tyres poses challenges for the retreading ecosystem.

“Many imported tyres have shorter lifecycles and weaker casings, which makes them less suitable for reliable retreading. While they may reduce the initial purchase cost, they often offer lower long-term value in terms of durability and retreadability,” says the executive.

ECONOMICS AND SUSTAINABILITY ADVANTAGE

Ultimately, the biggest driver behind retreading adoption remains economics. In a competitive logistics market where margins are often thin, tyre lifecycle optimisation can significantly improve profitability.

“Retreading can add 50,000–55,000 km of additional life to a tyre after its first use. Since retreading costs roughly 40–50 percent of a new tyre, fleets can extend tyre value at a much lower expense,” she says.

When combined with proper tyre rotation and casing management, the savings can be substantial. “Retreading can help reduce overall tyre costs by 20–30 percent per axle while maintaining reliable on-road performance,” she says.

However, fleets often adopt a selective approach to ensure operational safety. “In our operations, we generally use retreaded tyres on vehicles running shorter routes or last-mile deliveries, while long-haul operations rely more on new tyres,” Kaur notes.

Beyond cost savings, sustainability considerations are also encouraging logistics companies to adopt retreading. “Retreading extends the life of a tyre casing and uses significantly less raw material and energy – up to 70–80 percent savings compared to producing a new tyre,” she explains.

In an era where organisations are increasingly focussing on reducing their carbon footprint, usage of retreaded tyres also has its own merit going beyond just cost saving.

“It reduces carbon emissions, lowers material consumption and significantly cuts tyre waste because fewer tyres end up in landfills,” she explains. By extending tyre lifecycles, retreading supports circular economy principles that are increasingly becoming part of corporate sustainability strategies.

THE ROAD AHEAD

Looking ahead, the retreading industry will need to adapt to emerging technological and regulatory trends. One of the biggest shifts on the horizon is the electrification of commercial vehicles.

“Electrification will bring new dynamics to the retreading business. Electric vehicles deliver higher torque, which can increase tyre wear,” she says.

At the same time, EV tyres are designed differently and may require specialised retreading materials and processes. “As tyre technology adapts for electric vehicles, retreading will also need EV-specific compounds and processes,” she explains.

Despite these changes, Kaur believes retreading will continue to remain relevant for fleet operators. “As the EV market grows, retreading could still remain a cost-effective solution, provided the technology evolves along with vehicle and tyre design,” she says.

For India’s logistics sector, where cost efficiency and operational optimisation remain paramount, tyre retreading is likely to remain a vital part of fleet strategy.

As Kaur summarises: “When supported by proper tyre maintenance, reliable partners and structured tyre management practices, retreading can deliver both economic and environmental benefits for fleet operators.”

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HS HYOSUNG has broken from six decades of family-led governance by appointing its first-ever professional manager from outside the owner family as Group Chairman. The official inauguration of Chairman Kyuyoung Kim on 1 April aims to build a more professional and rational decision-making system while advancing transparent corporate governance. By strengthening the balance between ownership and management, the group seeks to enhance long-term corporate value, directly supporting Vice Chairman H S CHO’s vision of value-driven management to build a ‘Stronger HS HYOSUNG’.

This appointment reflects Vice Chairman CHO’s philosophy that capability and performance must determine leadership, even above owner family members. The decision serves as a strong motivational signal for employees and exemplifies HS HYOSUNG’s performance-driven culture. Rather than preserving traditional ownership-based succession, the group has chosen to reward expertise and achievement.

Amid global uncertainties, this leadership choice highlights expertise and performance. It resonates with the VC’s principles of leveraging science, technology and collective intelligence. The Korean business community regards this as a symbolic turning point, showing that major family-run conglomerates can embrace professional management at the highest level.

Kim is a quintessential ‘Hyosung Man’ with over 50 years at the company. An engineer from Hanyang University, he started on production sites and advanced core products like spandex and tyre cord. He earned the trust of the late Honorary Chairman Cho Suk Rae, serving as CEO of Hyosung Corporation for eight years from 2017. Meanwhile, Vice Chairman CHO will now focus on mid-to-long-term strategies for HS HYOSUNG ADVANCED MATERIALS. Following the holding company restructuring, the group will pursue new growth drivers. HS HYOSUNG has also appointed Vice Chairman Ki-soo Noh as CEO, launching second-term leadership under CEO Sunghoon Ahn.

Since its spin-off from Hyosung Group in July 2024, HS HYOSUNG has promoted a ‘Value Together’ culture with initiatives like town hall meetings and cultural events for employees and families. Vice Chairman CHO continues to lead the company’s volunteer group, focusing on social contributions for people with disabilities and cultural arts.

“The appointment of a non-owner chairman for the first time in Hyosung’s 60-year history is a rare case in Korea’s business community. It establishes a new governance model based on checks and balances, opening a new chapter in Korean corporate management,” said an industry official.

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Continental has appointed Nevin Aslan-Özkan to lead its Indian tyre business as Managing Director, with her tenure beginning on 6 April 2026. She steps into the role following the departure of Samir Gupta, who left his position on 5 April 2026 due to personal reasons. This change marks a deliberate move to bring fresh strategic oversight to the company’s operations in one of its most important markets.

Aslan-Özkan is not new to the organisation, having joined Continental in 2017 and built her career across the EMEA and APAC regions in leadership roles focused on mergers, acquisitions and business strategy. Since May 2025, she had been serving as the Chief Financial Officer for Continental Tires India, where she managed financial performance and planning. Now taking the helm, she is expected to push forward an aggressive growth agenda, with a clear emphasis on expanding the company’s reach in the passenger vehicle segment.

The outgoing leader, Gupta, had been with Continental since 2012 and held the Managing Director position from January 2022. His leadership is credited with strengthening the brand’s presence across India, laying a solid foundation for the next phase of expansion. The timing of this leadership transition coincides with a period of heightened activity for Continental in the country.

Just last quarter, the company introduced the CrossContact A/T² during Track Day 2026, designed specifically for Indian SUV and 4X4 drivers, with India being the first global market to receive this product. To further reinforce its commitment, Continental has also announced an investment of EUR 10.5 million, aimed at strengthening its foothold in the passenger vehicle segment, particularly within the ultra-ultra-high performance category, in line with the changing vehicle landscape in India.

Aslan-Özkan said, “India continues to be a strong focus market for Continental Tires. Guided by our ‘In the Market, For the Market’ approach, we will continue to deliver products and technologies designed for Indian roads. I look forward to addressing the evolving expectations of Indian consumers and driving the company's next phase of growth.”

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