Giving Tyres A New Life: Inside RPG Recycling’s Drive For A Greener Tomorrow

REC Group

In the mountainous heart of Central Europe, a quiet industrial revolution is unfolding – where discarded tyres are reborn as high-performance materials for modern infrastructure, sport, construction and more. Leading this transformation is RPG Recycling, a Czech company and a flagship member of the REC Group, which has positioned itself at the forefront of tyre recycling and sustainable rubber innovation.

When you step into the industrial heart of RPG Recycling in the Czech Republic, it is immediately clear that this is not just another waste management facility. Here, unwanted tyres are transformed from a mounting environmental burden into valuable resources serving industries across Europe and beyond.

RPG Recycling is part of the Czech-based conglomerate REC Group, which houses companies such as Kovsteel, Steelmet, A-Glass, RPG Recycling, Gelpo, ASSCO, Egoe Noba, DZO, A-Orto and Kovozoo.

Interestingly, for the tyre industry RPG Recycling, Gelpo, Assco and Egoe Noba together provide complete treatment of waste from SBR (Styrene Butadiene Rubber) rubber & EPDM (Ethylene propylene diene monomer) rubber from the collection through crushing to production of final products. In an exclusive interaction with Tyre Trends, Pavel Hartman, Executive Director of RPG Recycling, Gelpo, Assco and Egoe Noba, shares the details.

“Tyre recycling is more than just a process – it’s a commitment to sustainability and resource maximisation,” explained Hartman.

THE ART AND SCIENCE OF TYRE RECYCLING

Hartman shared that RPG’s operations span the entire lifecycle of tyre waste. “Our facility is equipped with an advanced fleet of vehicles, ELDAN recycling lines, granulation equipment, shredders, tyre cutters and even oversized tyre cutters. This technology allows us to handle everything from initial collection to final processing with unmatched versatility,” he said.

Every step is tightly controlled. “We manually sort and select tyres from the Czech and Slovak markets, ensuring consistent quality enters the granulate processing phase,” Hartman said. Sophisticated sorting ensures only the best input for further recycling. Tyres are then resized, shredded, granulated and separated into constituent materials.

The mainstay of RPG Recycling is the production of rubber granulate – a key raw material for industries ranging from construction to sport. “The primary output is rubber granulate, which becomes everything from industrial and construction panels to base layers for sports facilities. We are proud to supply the raw material behind products that deliver safety, noise reduction and durability,” said Hartman.

A closer look at RPG’s data underlines this impact: in 2024 alone, the company handled nearly 56,000 tonnes of tyres and processed enough rubber to give a new lease of life to materials from over half a million households.

But rubber is only part of the story. “A secondary output is steel fibre, primarily directed to the metallurgical industry, while textile fibre is used for energy recovery,” noted Hartman. For tyres unsuited to granulate production, RPG ensures nothing is wasted, “They are resized and used in the energy sector, contributing as alternative fuel.”

Gelpo, a sister company, pushes these materials even further, manufacturing anti-vibration panels for construction, noise barriers for transport and robust sports surfaces. “At Wenceslas Square in Prague, our anti-vibration mats made from 6,667 recycled tyres span an area equivalent to eight swimming pools,” Hartman shared, illustrating the real-world scale of their output.

He further mentioned that maintaining consistently high standards is a non-negotiable aspect for the company.

“We operate a sophisticated quality management system, overseeing everything from tyre reception to the final stage of rubber granulate production. Daily quality control checks focus on cleanliness, density and structure,” explained Hartman. He underscores that the process extends to the preparation of specific product batches according to the type and cleanliness of input tyres.

Looking ahead, he shared, “We’re developing a second recycling line to increase capacity and output quality. On the technology side, we plan to adopt new components that simplify operations and further refine our granulate.”

RPG Recycling is also actively advancing the principles of the circular economy. “By transforming waste tyres into secondary raw materials, we are reducing dependence on primary resources – like new rubber – and ensuring that fewer tyres end up in landfills or incinerators,” Hartman stresses. A unique feature is the ability to regranulate old rubber products, reincorporating them into new manufacturing cycles and eliminating landfill waste.

This holistic approach is reflected throughout the REC Group, where companies like Assco and Gelpo work together to collect EPDM and SBR rubber waste, process it and return it to market as high-performance materials.

Sustainability is quantifiable at RPG; it is not just the end-product but also the process itself.

“Our photovoltaic power plants alone have reduced emissions by 555 tonnes of CO2 annually, equivalent to planting over 37,000 trees,” Hartman highlights. In total, through the use of secondary raw materials, RPG, Assco and Gelpo together have delivered emission savings of over 24,000 tonnes of CO2 per year.

The group’s modernisation efforts extend to cleaner production and close cooperation with environmental authorities and research institutions. “We participate in expert groups like European Tyre & Rubber Manufacturers Association (ETRMA), EURIC (European Recycling Industries’ Confederation) and ESTC and support new applications for recycled materials,” said Hartman. He noted initiatives such as eco-friendly noise barriers, which integrate recycled rubber for both environmental and social benefit.

Of course, recycling tyres is not without hurdles. “Energy costs remain significant, so we responded by launching solar generation, cutting usage by 10 percent,” revealed Hartman. He points to market and regulatory headwinds, “There’s a lack of clear standards for recycled rubber products and, in some cases, insufficient market support for end products made from secondary materials. These factors impact competitiveness, especially in price-sensitive sectors.”

Still, he maintains an optimism for the tyre recycling. Hartman is keen to point out ongoing dialogue with tyre manufacturers and the tyre industry’s gradual adoption of reclaimed rubber and pyrolytic products as a route to closing the circular economy loop.

VISION FOR THE FUTURE

Expansion and innovation are central to RPG’s future plans. “We are building a new line to increase rubber granulate capacity and working with Gelpo to diversify applications and enter new markets,” Hartman shared.

While RPG does not currently collaborate with Indian partners, global dialogue and technological advancement are clearly on the horizon.

For Hartman and the RPG team, the mission is clear, “We give tyres a new life, protect nature and use every resource to its fullest.” And looking from both the data and the impact felt across construction, sport and industry, the Group seems to be on a mission set to steer the sector towards a more sustainable future. n

Comments (0)

ADD COMMENT

BKT Gets Highest Export Award From All India Rubber Industries Association

BKIT AIRIA

Balkrishna Industries (BKT) has secured the ‘Highest Export Award’ from the All India Rubber Industries Association (AIRIA) for its export performance in the tyre sector during FY2024-2025.

BKT has been receiving this award annually since 2009, underscoring the company’s sustained export leadership and commitment to global growth. This recognition from AIRIA, which promotes the Indian rubber industry, reinforces the company’s position as a key player in off-highway tyre manufacturing.

The award celebrates BKT’s export performance across tyres, flaps and carbon black, demonstrating its success in expanding its global footprint. With a presence in over 160 countries, the company continues to set benchmarks in the international tyre market through manufacturing and a customer-centric approach.

Arvind Poddar, Chairman & Managing Director, BKT, stated, "This recognition is a testament to BKT’s unwavering commitment to excellence in manufacturing, uncompromising quality standards and strategic global expansion. For another consecutive year, we are honoured to be acknowledged as a trusted partner in the international tire industry and remain dedicated to driving innovation and growing together while delivering value across global markets”.

Comments (0)

ADD COMMENT

From Click To Fit: The Tyresnmore Revolution

Representational photo

The automotive aftermarket sector is evolving as companies look for new ways to deliver services. Tyresnmore is at the forefront, making it easier for people to buy tyres by offering a simple doorstep service instead of the old, complicated process.

When Tyresnmore joined the RPG Group in 2023, the company focused on closing the gap between buying tyres and having them fitted by professionals. Its direct-to-consumer model sends skilled technicians with the right tools to customers, taking care of tyres, batteries and alloy wheels.

In an interview with Tyre Trends magazine, CEO Rakesh Tatikonda explains how the company keeps NPS scores above 85 percent while serving more than 150,000 customers in six cities. Since online tyre sales in India account for only about 0.6-0.7 percent of the market, compared to 15-20 percent in Western countries, Tatikonda discusses how they manage inventory, maintain transparent pricing and plan to grow in this young yet promising industry.

The buyer-seller relationship has radically changed with the advent of the online world. E-commerce sites and online marketplaces have practically redefined the basics of convenient shopping and ease-of-purchase.

Today, one can easily purchase anything from as small as a pencil to as large as an air conditioner at the click of a button. Tyresnmore is taking this convenience a step further by not delivering but fitting tyres, batteries, alloy wheels and wheel covers professionally at a customer’s doorstep.

Acquired by RPG Group in 2023, Tyresnmore operates as an individual entity and offers a unique value proposition to its customers, not limited to doorstep tyre delivery. It provides fitment at their doorstep, helps discover the right product, provides transparent pricing and ensures clear communication throughout.

“The goal is to offer a hassle-free, end-to-end experience across all touchpoints. We treat this as an alternate channel. While some may label Tyresnmore as an online company, it functions much like a traditional dealer as we stock tyres and bring them directly to the customer. This is distinct from customers visiting a store for fitment,” said Chief Executive Officer Rakesh Tatikonda during an exclusive interaction with Tyre Trends magazine.

“We are authorised to sell multi-brand products, and today, we also sell batteries, alloy wheels and accessories. Our aim is to be a true multi-brand player in the auto accessory segment. In the offline channel, too, we recommend options based on customer needs. For example, an Audi or BMW customer who prioritises safety and prefers an international brand will be advised accordingly, whether that’s Pirelli or a tyre marked as Mercedes Original or Audi Original. This consultative approach ensures we remain customer-first without giving preference to any one brand,” he added.

The company has developed a direct-to-consumer (D2C) channel over several years, positioning itself as a multi-brand platform with an extensive catalogue and the convenience of scheduling tyre services at the customer’s preferred time and location in different cities.

According to Tatikonda, doorstep tyre services are increasingly common in Western markets and online penetration accounts for roughly 15–20 percent of sales. He argued that India has significant growth potential for such business as the market is nascent and industry estimates place India’s sales share through this channel at just 0.6–0.7 percent.

Explaining the market factors facilitating growth, Tatikonda explained that the tyre retail market in India is somewhat fragmented. Traditionally, the tyre purchase process ranging from product selection to fitment is disjointed, often requiring consumers to engage multiple parties such as dealers, third-party fitment providers or even puncture shops to complete a single transaction.

He highlighted that even multi-brand or OEM-branded shops tend to focus on particular segments such as passenger car or commercial tyres, leaving two-wheeler customers underserved. Many outlets either refer customers elsewhere for fitment or employ third-party technicians, making the experience cumbersome.

The company’s D2C channel addresses this gap by offering a complete, end-to-end solution. “The promise is the same for all customers. We do all the heavy lifting to make their lives comfortable,” Tatikonda said.

By employing its own trained technicians rather than outsourcing, the company ensures trust and reliability. He emphasised that the D2C model is not in competition with offline retail but rather complements it, catering to consumers seeking convenience, safety and transparency.

“This approach targets diverse customer segments, who may prefer the ease of doorstep services over visiting physical stores,” he stated.

ROLLOUT

A catalogue of over 2,000 stock keeping units (SKUs) across brands and sizes is maintained on the platform. SKUs not available in stock are procured directly from OEMs and customers are informed about expected delivery timelines.

While delivery is offered nationwide, fitment services are currently restricted to the six cities with operational dark stores. Convenience, reliability and transparency are provided to all customers including first-time online buyers and specific segments such as women and elderly consumers.

An in-depth explanation of the company’s D2C business model provided by Tatikonda highlights a full-stack approach ranging from brand awareness to fitment. Brand awareness is created using social media, SEO to generate leads.

Customers are offered the option to explore the website, www.tyresnmore.com, for product discovery or to contact customer care for consultative support. Detailed information on tyres including brand, SKU, price, warranty and unique selling points is presented to enable informed choices.

Selection of products is based on vehicle type, terrain, mileage and previous brand experience. Approximately 50–55 percent of orders are placed directly through the website, while the remaining orders are facilitated through customer care, where brands, price options and fitment slots are recommended.

Once an order is confirmed, it is routed to the city operations team and fulfilment is coordinated through a network, the dark stores. Stocking is carried out based on sales history, brand popularity and size demand.

The dark stores are maintained in six cities including Delhi NCR, Mumbai, Pune, Bangalore, Hyderabad and Chennai, where delivery and fitment are performed by trained in-house technicians rather than outsourced personnel.

Typical installation timelines once technician reaches the customer’s doorstep are 45 minutes for four-wheeler tyre installation, 30 minutes for two-wheelers and 15–20 minutes for batteries. Customers are notified at every stage, from order confirmation and invoicing to scheduling.

“In the six cities where we operate, customers don’t have to go anywhere. In other cities like Aurangabad or Jalandhar, we’ve seen organic traffic from customers we couldn’t fully serve, so we now provide tyre delivery even though fitment isn’t available there yet. Our multi-city presence allows us to source products quickly. Even if a tyre isn’t available in one hub, we check across others and fulfil the order. At present, however, outside our core network, we only deliver tyres and haven’t tied up with third parties for fitment,” noted the executive.

BALANCING ORDERS

Managing tyre inventories online remains a challenge given the sheer variety of products. Tatikonda said about 40 SKUs generate roughly 60 percent of sales, and those high-volume items are kept in stock to enable faster turnaround and same-day fitment.

Orders for these tyres are typically fulfilled within 24 hours of confirmation, underscoring the platform’s ability to match offline service standards. For the remaining 40 percent of SKUs, nearly 90 percent can still be sourced within the same city from OEMs, clearing and forwarding agents or distribution centres, allowing installation within a day.

Only rare or less common SKUs fall outside this framework with delivery timelines of two to five days. Customers are informed upfront about expected wait times, a transparency Tatikonda described as central to the model’s reliability.

Furthermore, tyre pricing in India is unlike batteries or alloys, which come with a manufacturer’s maximum retail price (MRP). “Tyres are considered unpackaged products and regulations don’t mandate an MRP,” Tatikonda explained. That leaves room for variation with dealers often bundling tyres with services and quoting composite rates.

The company, he said, tries to bring transparency by offering benchmarked prices that reflect market norms, typically within five percent either way of what dealer’s charge. Customers benefit from knowing upfront what is included and what isn’t.

“Convenience is a big factor. We operate at market prices, but we save people time, fuel and hassle. Consumers value that,” Tatikonda added.

He pointed to high customer ratings and the platform’s decade-long track record as further proof of trust. While prices are not fixed, Tatikonda stressed that the company follows OEM guidelines and market benchmarks to ensure fairness. “Even if it isn’t an MRP product, there’s always a market operating price. That’s what we go by,” he stated.

The platform hosts more than 10 tyre brands including CEAT, Goodyear, Apollo and JK Tyre, alongside several international labels. On the battery side, major players such as Exide and Amaron dominate the listings, providing consumers with a broad choice.

The company’s fitment vans have been equipped with the latest pneumatic tools including tyre changers, balancers, compressors and nitrogen-filling machines. Currently, 13 vans are deployed across six cities with some locations hosting three to four vans and others one or two.

The fleet has been continuously upgraded to accommodate evolving tyre sizes, now supporting installations of tyres up to 21 inches.

High-end vehicles have also been serviced with alloy wheels included in the fitment scope. After-service customer concerns are addressed through a dedicated call centre.

CUSTOMER FOCUS

The company’s current focus has been placed on the passenger vehicle segment, while commercial tyre offerings have not yet been explored, despite potential. Within the passenger category, emphasis has been given first to four-wheelers followed by two-wheelers, which range from standard scooters to high-end motorcycles such as Royal Enfield and Harley-Davidson models.

Two-wheeler customers have been reported to value convenience and are willing to pay for doorstep services, which include both tyre replacement and battery servicing.

“After-sales support has been structured as an integral part of the full-stack model. Warranty claims have been recorded at less than one percent monthly and they are managed through a dedicated customer service team. Feedback can be received through online platforms including Google and social media,” explained Tatikonda.

Pro-active follow-ups are conducted to address concerns even if customers do not initiate contact. Issues are triaged in three ways. Minor problems are resolved remotely, genuine warranty claims are directed to OEM network and where complete convenience is requested, technicians are dispatched to the customer’s doorstep for service. A service charge is applied in the latter scenario and detailed reporting is provided for transparency.

“Customer satisfaction metrics have been maintained at high levels with NPS scores consistently exceeding 85 percent. Educational initiatives have been launched to improve consumer knowledge, including a video series on YouTube and social media that covers tyre and battery maintenance, tyre health monitoring and safe driving habits,” added Tatikonda.

Additional content including blogs with guidance on product selection, maintenance and replacement timing is also being developed to reach broader customer segments and enhance informed decision-making.

EXPANSION AND DIVERSIFICATION

According to Tatikonda, the company is exploring adjacent product categories beyond its core offerings. Plans to expand the product portfolio are in the pipeline with a focus on both growth and increasing customer retention through repeat purchases.

“Our evolution has seen a phased launch starting with tyres followed by batteries, alloys, dash cams and tyre and battery protection plans including roadside assistance. A combination of in-house and third-party service providers has been engaged to accelerate category additions and strategic tie-ups,” said Tatikonda.

The executive noted that no category is considered difficult to sell if it performs well in the broader market. Each new category is preceded by detailed market research including trade insights, consumer requirements, buying behaviour and service considerations such as fitment.

Customer acquisition and retention strategies are reported to rely heavily on maximising lifetime value. With a current service record of over 150,000 customers and more than 300,000 tyre fitments, the focus has been placed on servicing existing customers through additional categories and services.

“Efficiency in operations, marketing and fulfilment is prioritised to increase margins. Operational measures include improving van and technician productivity, reducing fulfilment time and optimising route management through technology. Marketing efficiencies are sought through improved conversion rates per marketing rupee, while city-level fixed costs such as rentals and salaries are managed to scale profitably,” he said.

Expansion into marketplaces and other channels is being explored to reach different customer segments while maintaining the full-service model.

Regarding geographic expansion, Tatikonda estimated that the six operational cities currently account for approximately 25–30 percent of India’s four-wheeler tyre and battery market. Two-wheeler tyre demand, however, is described as less city-dependent and more widespread across Tier-I, Tier-II and rural areas. Immediate expansion plans are focused on consolidating scale in existing cities before considering further market entry beyond current territories.

“The goal of entering four to eight additional cities within the next three to five years is on the table. These target cities are expected to be non-metro areas situated close to existing metropolitan hubs. City selection is said to be driven by two primary factors including market potential and the presence of the appropriate consumer segments receptive to online purchases and doorstep convenience services. Resource allocation including bandwidth and operational capacity will be carefully managed to support this expansion,” divulged Tatikonda.

In terms of sales channels, the company has emphasised a strategy of channel diversification. Strategic alliances and synergies with other players are being explored to extend service offerings and reach additional customer segments.

Technology is positioned as a key enabler to deliver superior customer experiences across the entire lifecycle. Convenience, reliability and a broad spectrum of mobility solutions are highlighted as central to achieving this objective. 

Comments (0)

ADD COMMENT

CEAT Motors Ahead with Strong Quarter Despite US Tariff Headwinds

CEAT Motors Ahead with Strong Quarter Despite US Tariff Headwinds

Indian tyre maker posts robust margins and doubles down on electric vehicle segment as it digests the Sri Lankan acquisition

Sharad Matade

CEAT delivered a strong second-quarter performance, with revenues rising 12.2 percent year-on-year, even as the company navigates turbulent US tariff waters and integrates its recently acquired Sri Lankan off-highway tyre business.

The Mumbai-based tyre manufacturer reported standalone earnings before interest, tax, depreciation and amortisation (EBITDA) of INR 5.07 billion for the quarter ended September, with margins expanding to 13.7 percent. Net profit was INR 2.02 billion, a significant improvement from last year’s INR 1.22 billion.

“We’ve had a good quarter,” Managing Director Arnab Banerjee told analysts on an earnings call, noting that gross margins had climbed back into the company’s long-term target range of 40-42 percent after benefiting from softer raw material prices.

CAMSO Bet Takes Shape

The quarter’s headline event was CEAT’s completion of the CAMSO acquisition from Michelin on 1 September, a deal that positions the Indian manufacturer as a leading player in premium off-highway tyres. The company spent INR 12.32 billion in total for the transaction: INR 2.72 billion in equity, INR 7.02 billion in debt, and INR 2.38 billion for intangibles like trademarks and patents.

Chief Financial Officer Kumar Subbiah said the acquisition pushed consolidated debt to INR 29.44 billion by quarter-end, though debt-to-EBITDA remains comfortable at 1.8 times and debt-equity at 0.64 times. “We have enough leverage to provide necessary growth capital going forward,” he assured investors.

The company has historically maintained conservative financial thresholds, preferring not to exceed debt-to-EBITDA of 3 times or debt-equity of 1 time at peak levels. Although it has never exceeded INR 21 billion in absolute debt before, management is confident in the current INR 30 billion debt level, given the growth opportunities ahead.

The Sri Lankan plant currently operates at 50 percent capacity utilisation, offering significant upside potential. However, CEAT will not gain full control of the value chain for another five to six quarters, as it continues purchasing semi-finished goods from Michelin while setting up upstream mixing and calendaring equipment.

“There have been no surprises based on one month of operation,” Banerjee said, adding that the business is progressing well and remains on track to be margin-accretive in the medium term.

Aggressive Investment Programme

CEAT is in the midst of a substantial capacity expansion across multiple facilities. The company spent INR 1.85 billion on capital expenditure during the quarter, bringing the first-half total to INR 4.15 billion. Management expects full-year capex of around INR 10 billion, excluding CAMSO acquisition costs.

The investment breakdown reveals strategic priorities: INR 1 billion was allocated to research and development, information technology, plant maintenance and moulds. Another INR 0.50 billion is being used to expand truck-bus radial tyre capacity towards 2,000 units, an ongoing multi-year project.

The Ambernath plant expansion absorbed INR 0.70 billion, while the Chennai factory received the largest share at INR 1.60 billion for passenger car downstream operations and motorcycle scooter production. Debottlenecking initiatives across facilities accounted for INR 0.40 billion.

“Expansion projects are progressing as per plan,” Banerjee said, adding that overall capacity utilisation stands at 80-85 per cent currently.

Additional investments are planned for Sri Lanka to install upstream equipment at the CAMSO facility, enabling the company to stop purchasing semi-finished goods from Michelin and control the entire manufacturing process.

Tariff Turbulence

The company faces mounting pressure in the US market, where 50 percent tariffs on off-highway tyres have nearly halted exports. CEAT’s sales of off-highway tyres to America slowed to “practically zero” by quarter-end, though passenger car and truck-bus radial exports continued.

For passenger and truck-bus radials, the 25 per cent tariff applies uniformly across countries, leaving India at no disadvantage. CEAT is partially absorbing the impact while gradually passing costs to customers over the next two to four quarters.

The CAMSO operation in Sri Lanka faces a 20 per cent duty on US exports, with roughly half of that tariff currently being absorbed. “We expect CAMSO also to pass on the full impact of tariffs in maybe two to three quarters,” Banerjee said.

Despite the low base, CEAT’s management remains sanguine. “Our stake in the US market is still very low, so the overall impact on our growth and profitability was not very material,” Banerjee noted.

Domestic Boost from GST Cut

A positive development came late in the quarter when the Indian government cut goods and services tax (GST) on tyres from 28 to 18 percent, and on farm tyres from 18 to 5 percent, effective 22 September. The move is expected to boost demand in semi-urban and rural markets.

“There is significant benefit to customers,” Banerjee said. “The 10 percent duty cut works out to around 7-8 per cent on the selling price. For a truck tyre, it could be INR 1,500 per tyre, which is significant.”

CEAT passed the entire benefit to its channel partners and advised them to do likewise for end customers. The company isn’t contemplating any price increases, given softening raw material costs.

The GST announcement created a temporary dip in September, as buyers deferred purchases and trade down-stocked in anticipation. The replacement market, which had been growing at nearly double-digit rates, contracted during the month. However, momentum is expected to return strongly.

Segment Performance

Original equipment manufacturer (OEM) sales were the star performer, surging in the mid-20s as CEAT secured fitments on cars with larger rim sizes. International business grew in the high teens, while replacement business managed mid-single-digit growth despite September’s dip.

Two-wheeler tyres saw robust demand driven by rural markets, while the passenger car segment grew in mid-single digits. Farm tyre growth in the OEM segment reached the mid-teens.

International markets delivered particularly strong results, with mid-teens growth across key clusters in Europe, Africa and the Middle East. Europe, CEAT’s most profitable export market, saw strong traction in passenger car tyres. Brazil recorded good growth in two-wheeler tyres. Passenger and truck-bus radials now account for 65 per cent of exports, with CEAT claiming to be India’s leading passenger car tyre exporter.

Electric Vehicle Push

CEAT has established strong positions in India’s growing electric vehicle segment, holding a 30 percent share in the OEM passenger car and utility vehicle EV market and a 20 per cent share in the two-wheeler EV market.

“We continue to focus on product development for emerging vehicle sizes, and we have good respect and credibility amongst OEMs to get fitted on upcoming new models,” Banerjee said.

The company launched two innovations during the quarter: SecuraDrive CIRCL, a concept tyre made from 90 per cent sustainable bio-based materials, and RockRad, a premium mining tyre showing early promise.

On the digital front, CEAT became one of the first companies to deploy an agentic chatbot on its website, currently in beta, to personalise customer journeys. The company’s website traffic exceeded 1 million, with organic traffic up 19 per cent year-on-year. Leads for premium SUV users exceeded 30 per cent, while positive brand sentiment jumped 28 per cent in average interaction per post year-on-year.

Raw Material Relief

Raw material costs provided relief, declining 5 per cent quarter-on-quarter. International natural rubber prices held steady at USD 1,700-1,750 per tonne, while domestic prices softened towards import parity by quarter-end, dropping just over INR 10 per kilogram.

Crude oil hovered around USD 65 per barrel, at the lower end of its recent range, amid weak Chinese demand and ample supply.

“Taking into consideration current base prices and the impact of rupee depreciation in the last eight weeks, we expect raw material prices to remain at current levels in Q3,” Subbiah said.

Outlook

Looking ahead, management expects to maintain double-digit growth momentum while keeping margins steady. The third quarter typically sees revenue flatten or dip slightly due to the festival season and the onset of winter, which affects northern and eastern markets.

Replacement demand for medium- and heavy-duty commercial vehicle tyres should track GDP growth at mid-single digits, while two-wheelers should be around 7-8 per cent. At the same time, passenger cars remain soft, in the zero-to-low single digits.

“The GST change will be a positive factor for industry, especially in small towns and rural markets,” Banerjee said. “We also think we’ll arrive at some clarity on the US tariff situation sometime during Q3 or Q4.”

Comments (0)

ADD COMMENT

Cimcorp to Release Documentary Charting 50 Years in Industrial Automation

Cimcorp to Release Documentary Charting 50 Years in Industrial Automation

Finnish industrial automation company Cimcorp is set to release a feature-length documentary this autumn chronicling its five-decade history and examining the sector’s future trajectory.

The film, entitled “The Future of Automation”, traces the company’s evolution from its origins within the Rosenlew Corporation in the 1970s to its current position as a specialist in automotive, tyre and grocery retail automation technologies.

“To foresee and prepare for the future, we must understand the past. It is through reflecting on our journey that we find the tools to shape tomorrow. This documentary is a tribute not only to the innovation and perseverance of Cimcorp but to the evolution of automation itself,” said Veli-Matti Hakala, Chief Executive of Cimcorp.

The documentary features contributions from current and former employees, as well as external industry figures, including Mirka Leino, principal lecturer at the RoboAI Research Centre at SAMK Pori, who discusses developments in robotics and machine vision systems.

Erik Rosenlew, son of Gustav Rosenlew, who established Cimcorp whilst serving as chief executive of Oy Rosenlew Ab from 1969, provides commentary on his father’s contribution to the automation sector.

The film covers notable milestones, including the development of cathode-ray-tube automation in the 1980s and the company’s Dream Factory concept for the tyre industry. It also examines Cimcorp’s expansion into lithium-ion battery automation and sustainable intralogistics solutions, as well as its integration into Murata Machinery.

The documentary incorporates archival material and addresses emerging technologies anticipated to influence the next 50 years of industrial automation, including artificial intelligence applications and sustainable manufacturing practices.

Cimcorp, now part of Japanese parent company Murata Machinery, serves clients across multiple industrial sectors globally.

Comments (0)

ADD COMMENT