At a critical juncture for India’s automotive sector, Arun Mammen, Vice-Chairman and Managing Director, MRF Ltd, takes over as Chairman of ATMA (Automotive Tyre Manufacturers’ Association) on its Golden Jubilee Year 2025. At a time when the Indian tyre industry is faced with stringent global challenges, Mammen, with experience of more than three decades, takes over to lead the association through a stage of change with technology revolution, sustainability and strategic expansion. In this one-to-one interview, he presents his thoughts on the industry scenario presently, the challenges in the future that lie ahead and what is India’s vision for the tyre manufacturing industry.

How did the Indian tyre industry fare in FY2025?

FY2025 has been a year of consolidation wherein Indian tyre industry showed much resilience. Despite global headwinds, the domestic market showed steady growth, buoyed by robust demand in the replacement segment and gradual recovery in OEM demand. Infrastructure and road development, focus areas in successive budgets, contributed positively to the industry’s performance. While raw material costs remained volatile, prudent cost management strategies helped the companies ride through a challenging year.

The Indian tyre industry has faced persistent challenges with raw material volatility. What concrete steps will ATMA take under your leadership to reduce dependency on imported natural rubber (NR)?

Reducing reliance on imported natural rubber is a key priority of the government as well as the industry. The planting under the INROAD project, a public private partnership aimed at new rubber plantations in 200,000 hectares in North East for enhancing domestic NR production, has entered well into the fifth year. The original target of planting 200,000 hectares of land with rubber will be completed by next year. Plantations supported by INROAD will start yielding from 2027 onwards, which will substantially reduce the production consumption gap of NR in India. Once these trees enter the yielding phase, the domestic NR output will certainly help in reducing NR imports. Meanwhile, ATMA will continue to work closely with the Rubber Board to enhance domestic production through means such as scientific farming practices. We are also working with Rubber Board through INROAD to identify the untapped rubber plantations in the country with an objective to find a way to start tapping them.

In spite of government efforts, the demand-supply gap of domestic natural rubber persists. How do you envision bridging this underlying supply hurdle?

Bridging the demand-supply gap requires a multipronged approach. First, improving productivity through agri-extension services and quality planting materials. We are promoting climate-resistant and high-yield clones through the INROAD project. Second, increasing farmer income by improving NR quality to make rubber farming viable. With iSPEED, a project of INROAD to improve quality of rubber produced in the country, we aim at significantly improving the quality of rubber produced in the country within next five years, which will substantially improve the income generation of the rubber farmers. Third, a long-term roadmap involving plantation expansion is essential. ATMA will continue to advocate for policy reforms and a long-term vision to build domestic industry and farmer confidence.

Indian export front has witnessed a peak in exports of tyres in recent years. Still, most export markets are fighting hard now. What will happen to export trends in coming months?

Global uncertainty may temper growth in the short term, but the structural competitiveness of Indian tyre manufacturers – cost efficiency, quality and compliance with international benchmarks – remains intact. While exports may stabilise in traditional markets, we expect opportunities to emerge in new geographies, particularly in Africa, Latin America and Southeast Asia. ATMA is actively engaging with the government to improve export competitiveness and bilateral trade facilitation.

There have been no tyres from China in the last two years. How has that benefitted the Indian tyre industry?

The restriction of Chinese tyres has helped provide a level playing field for domestic players, especially in the truck and bus radial (TBR) segment and also helped in stopping import of poor quality, cheap truck bias tyres which were unsafe to operate under heavy loading conditions in India, compared to the Indian bias tyres which are designed to meet the domestic service conditions. It has accelerated capacity utilisation, encouraged fresh investments and enabled Indian brands to increase their footprint in both replacement and OEM markets. More importantly, it has strengthened the ecosystem for local innovation and quality standards.

Now BIS certification is compulsory for tyre machines being sold in India. How will it help the industry? Also, there are numerous foreign tyre machine manufacturers who are finding it difficult to register and get the certification. As the apex body of the Indian tyre industry, will you assist them in this regard?

BIS certification ensures consistency in machine quality and enhances safety, efficiency and reliability in manufacturing. As tyre production gathers momentum, more avenues will open for machine manufacturers. ATMA, with the support of Department of Heavy Industry (DHI) has facilitated knowledge sharing sessions and interaction between the policy makers and machinery manufacturers, both domestic and international suppliers.

Global leading tyre manufacturers are shifting away from large-scale production of small-size tyres (14” to 18”) towards larger tyres or establishing a stronger presence in premium segments. Is there a sweet spot for Asian tyre companies, particularly Indian, in the global market?

With our cost advantage, strong engineering base and growing R&D capabilities, Indian companies are well positioned to become reliable suppliers in the volume segment, even as we continuously scale up in the premium niches. End-of-life tyre disposal is still not organised in India, even with regulations. Why has the industry failed to develop efficient recycling infrastructure, and what’s your strategy to deal with this environmental risk? The EPR regulations are a step in the right direction, but the ecosystem is still evolving in the country. ATMA is working on creating an industry-wide platform for end-of-life tyre traceability, supporting sustainable disposal technologies and partnering with recyclers to build a viable circular economy model. We are liaisoning with the authorities to create pollution-free ELT disposal by the recyclers. ATMA member companies are helping the pollution control department through auditing the process of recyclers to speed up setting checks and balance in this sector. ATMA is also following up with the government to ban import of used tyres, for the purpose of pyrolysis, into the country.

Increasing logistics costs are tightening industry margins. What are the infrastructural bottlenecks that most deeply affect the tyre industry, and how are you approaching government stakeholders to resolve them?

High road freight costs, port congestion and insufficient rail-freight linkages are key concerns. We are in discussions with the government to improve multimodal transport connectivity, optimise freight corridors and simplify port logistics. Faster clearances and digital infrastructure can significantly lower turnaround time and costs. ATMA continues to be an active participant for policy formulation in this domain.

Some of the world’s major tyre makers have become carbon neutral in their businesses. Why are Indian companies not following suit, and how will ATMA propel sustainability?

Sustainability is a top priority, and many Indian tyre majors have already made significant strides in renewable energy usage, water recycling and carbon reduction. While carbon neutrality takes time and scale, we’re moving in that direction. ATMA is working on a sustainability roadmap to support industry players with benchmarks, best practices and technology collaboration to accelerate green transitions.

What could be the major challenge for the tyre industry in the near future and how do you plan to overcome it?

We need to look at the challenges for tyre industry along with that of the auto industry. With sustainability gaining traction and Euro 7 and BS7 standards likely to kick off in 2026/27, auto industry may have to work overtime to meet the proposed deadlines. Transition to non-fossil fuel combustion engine, hybrid engine and EV will gain traction. There could also be some standards on tread road wear particle emission (TRWPE) although there is no clear statistics to establish the current quantity of TRWP emission. In this regard, we should be careful not to copy / paste any European legislation without considering India specific challenges. For example, India is still a major bias tyre market and there are a large number of loyal customers for this product. Instead of replacing bias tyre entirely by radial tyre, we should focus on specific interventions to make bias tyre bridge the gap with radial tyre.As far as TRWP is concerned, we will have to admit that Indian road surface as well as road terrain is totally different from Europe. So this subject need a much larger study. To begin with we need to establish a proper data base to understand and work on the problem. We are sure that we will soon find a solution for all the above problems.

How do you see FY2026?

FY26 is expected to be a growth year, supported by robust infrastructure spending and sustained vehicle demand. While global macro challenges remain, the Indian tyre industry’s fundamentals are strong. Digitisation, innovation and sustainability will be our key focus areas as we aim to position India as a global hub for quality tyre manufacturing.

As geopolitical tensions continue to reshape global trade routes and supply chains, tyre manufacturers are being forced to rethink not only where they sell, but how they grow. For KAMA Tyres – Russia’s largest and most diversified tyre manufacturer – this reassessment has become a defining element of its international strategy.

Rather than pulling back amid sanctions and market disruption, the company is steadily opening new doors, with the Middle East emerging as its next strategic frontier.

In an exclusive interaction with Tyre Trends, Shaydullin Ildar, Deputy Director – Marketing, KAMA Tyres, spoke about how the company is looking beyond its domestic market and recalibrating its global ambitions.

“We have rich experience of cooperation with machine producers across the world. This cooperation allows us to produce tyres exactly for certain machines – tyres that are suitable for specific clients,” Ildar said.

That customer-focused manufacturing capability, coupled with a broad and diversified product portfolio, is now underpinning KAMA Tyres’ cautious yet determined push into new international markets.

FROM 50 MARKETS TO 20: A STRATEGIC RESET

Until recently, KAMA Tyres had an expansive global footprint. “Earlier, we exported our tyres to more than 50 countries,” Ildar noted. Today, that number has come down significantly – not due to waning ambition, but because of shifting geopolitical realities.

“Now, because of the situation in the global market, we are exporting our tyres to around 20 countries,” he explained.

Despite the contraction, the company has retained a presence across a geographically diverse mix of regions. “For example, Egypt, Brazil, Turkey, Mongolia, Vietnam. Russia has good relations with Vietnam, so this is one of our key markets,” Ildar said.

This pragmatic reassessment mirrors a broader trend across Russian manufacturing – prioritising markets where political alignment, trade frameworks and logistics remain workable.

“At the same time, we are trying to open new markets. Right now, we are opening for ourselves the Gulf countries,” he added.

This shift also explains KAMA Tyres’ growing presence at regional trade exhibitions. “That is why we are here at this exhibition,” Ildar said, referring to Automechanika Dubai 2025. “This is the first time we are participating here.”

For KAMA Tyres, the Middle East represents a significant opportunity – but one that requires patience. “Yes, for us it is a really big opportunity. We are trying to open it step by step,” he said.

MIDDLE EAST ENTRY: OPPORTUNITY WITH A COMPLIANCE HURDLE

While the Middle East offers scale and strategic relevance, entry into the region is far from straightforward. Regulatory compliance remains the biggest challenge.

“We haven’t started selling our tyres here yet. At the moment, we are preparing,” Ildar clarified.

That preparation, he explained, is extensive. “We are doing all the necessary procedures to start selling our tyres. This includes connecting with potential clients and preparing documents and certification for this market.”

Certification is, by far, the most demanding hurdle. “The main opportunity for us is opening a new market, new clients and new sales. The big challenge is that this market needs different certification,” he said.

Still, the company remains resolute. “We are doing it and we will do it anyway,” Ildar said firmly.

KAMA has already begun building visibility in the region through trade events. “In May, we participated in an exhibition in Riyadh – I think it was Automechanika Riyadh,” he recalled.

The timeline for commercial entry is now clearly defined. “In 2026, we are planning to start selling our tyres here,” he confirmed, with the first quarter of calendar year 2026 emerging as the tentative target.

ONE COMPLEX, EVERY TYRE SEGMENT

One of KAMA Tyres’ key competitive strengths lies in the breadth of its manufacturing capability. Unlike many tyre manufacturers that specialise in one or two segments, KAMA operates as a fully integrated tyre complex.

“We are the only tyre complex in Russia that produces all groups of tyres,” Ildar explained.

The portfolio spans passenger car tyres (PCR), light truck tyres, truck and bus radials (TBR) and off-the-road (OTR) tyres. “We are ready to offer different kinds of tyres. And potential customers are asking us for different groups,” he said.

This versatility gives KAMA considerable flexibility as it enters new markets such as the Gulf, where demand spans multiple vehicle categories. “We can offer both TBR tyres and PCR tyres,” Ildar noted, adding that OTR tyres are also part of the company’s global offering.

Rather than rushing to push specific products, the approach is deliberately measured. “We want to understand the market first. And then offer what is needed,” he said.

This mindset reflects KAMA’s longstanding experience of working closely with OEMs and equipment manufacturers. “Our cooperation with machine producers allows us to make tyres exactly suitable for the machines,” Ildar reiterated.

SANCTIONS, SUPPLY CHAINS AND PREPAREDNESS

Sanctions have been a defining force shaping Russian industry over the past decade. For KAMA Tyres, however, preparedness has significantly softened the impact.

“About sanctions – we are prepared for this situation from 2014,” Ildar said.

This long-term approach has been especially critical in securing raw material supplies, an area where many global tyre manufacturers continue to face volatility.

“At the moment, we don’t have problems with supplying raw materials. We have producers of raw materials in the Russian market and in the Asian market too,” he explained.

By diversifying its sourcing base early, KAMA has ensured continuity even during periods of global disruption. “We are searching for different ways to be ready for any problems in the future,” he said.

As a result, the company has largely avoided the supply crunch faced by several global peers. “So now we have suppliers of raw materials and we don’t have a problem with it,” Ildar added.

In an industry increasingly shaped by geopolitical uncertainty, this resilience has become a competitive advantage.

INDIA ON THE HORIZON, BUT NO SHORTCUTS

Given the historically strong ties between India and Russia, the Indian market naturally features in discussions around KAMA Tyres’ longer-term expansion plans. However, Ildar is careful to manage expectations.

“We are moving step by step, starting with the Persian Gulf. If everything goes well, we will look at the Indian market,” he said.

The key constraint, he explained, is production capacity. “It depends on one thing – we have to sell Russian products. If we have free resources, we are ready to look at the Indian market.”

He is also realistic about the competitive intensity in India. “We understand that there are a lot of good products and strong competition in the Indian market,” Ildar noted.

Certification remains another important consideration. “At the moment, we do not export tyres to India because the Indian market needs BIS certification,” he confirmed.

Still, the door remains open. “If in the future we find potential clients who are interested in our products after studying the market, we will be glad to apply for this certification. We will be glad to open the Indian market too.”

For now, execution takes precedence over expansion promises. “Our strategy is to work step by step,” Ildar reiterated.

Giti Tire has launched its new ultra-high-performance GitiSportS2+ tyre, following an outstanding result in the AutoBild 2026 Summer Tyre Test, where it received one of the most prestigious independent endorsements in Europe. Rated as exemplary by the leading German publication, the tyre secured fourth place overall out of an initial field of 50 competitors. The evaluation praised its exceptional value for money, impressive driving dynamics and substantial safety margins.

Tested on a BMW 5 Series using the 245/45R19 size, the tyre initially shared fourth position based on wet and dry braking performance, recording a total stopping distance of 42.5 metres. It maintained this high standard across 12 additional assessments, ultimately ranking among the top five alongside several premium manufacturers. The new model is scheduled to be available from spring 2026, launching in 19 sizes covering rim diameters from 17 to 20 inches, widths between 225 and 255 and aspect ratios from 35 to 55.

Designed for sporty cars and powerful SUVs, the GitiSportS2+ features a newly engineered compound that reduces wet braking distances by eight percent and dry braking by two percent compared to its predecessor. It also achieves the highest possible EU Wet Grip label rating of ‘A’. In line with the manufacturer’s broader strategy, the tyre bears the AdvanZtech EV Ready sidewall marking, indicating its compatibility with internal combustion engines, mild hybrids, plug-in hybrids and battery electric vehicles.

During the initial rollout, many existing sizes of the original GitiSportS2 will remain on the market, ensuring continued coverage across the sport vehicle segment. Development took place at Giti’s European R&D Centre in Hannover, with testing and fine-tuning conducted at tracks in UK and Spain. The project leveraged the company’s AdvanZtech technology, a globally integrated research and development system.

Fabio Pecci-Boriani, Deputy General Manager – Product Planning PCR and LTR, Giti Tire R&D Centre (Europe), said, “The new GitiSportS2+ is testimony of the achievements that our engineers, testers and manufacturing facilities have been able to deliver in the area of performance while retaining the sustainability, endurance and mileage criteria that are important to the daily driver. To launch a tyre off the back of an ‘exemplary’ rating in AutoBild is nothing short of sensational; we are thrilled that one of the leading automobile titles in Europe has been able to validate and confirm our latest development and we are excited to share this news with our trusted customers.

“The target criteria for the GitiSportS2+ was to deliver further improvements in dynamic driving, enhanced control on wet roads with precise and exciting control on dry roads, all while maintaining the mileage and energy efficiency of the previous generation. Sportiveness is at the heart of the tyre with a particularly stiff design that contributes to stability at high speeds as well as in cornering. The increased grip performance goes is more precise, firm, predictable and constant.”

Halfords has signalled a strategic push into the B2B mobility market by naming a new leader for its fleet division. Jessica Jones is set to become Director of Fleet Solutions from the start of April 2026, tasked with accelerating growth in this area. She arrives with considerable expertise in the fleet, leasing and B2B mobility sectors, having spent her career guiding national account teams and forging strong customer relationships that have driven commercial success.

Her background encompasses strategic fleet management, business expansion and the creation of adaptable service models for corporate clients. Prior to this appointment, Jones served as Sales Director at Sixt UK and held the position of Director of National Fleet Sales at ATS Euromaster. Her recruitment underscores Halfords' commitment to developing its fleet services as a core area for expansion.

The company aims to support businesses by utilising its extensive network of garages to provide integrated maintenance and mobility services. These offerings are designed to maximise vehicle availability and assist companies in controlling operational expenditure.

Adam Pay, Managing Director of Garages at Halfords, said, “Fleet is a significant growth opportunity for Halfords, and Jess brings deep sector expertise alongside a strong track record of building high-performing teams and customer partnerships. As fleets face increasing cost pressures and operational complexity, our national scale and service capability position us strongly to support customers. Jess’s leadership will help us accelerate momentum and unlock further opportunities in this important market.”

Jones said, “I’m delighted to be joining Halfords at such an exciting point in its growth. The business combines a trusted consumer brand with a powerful national servicing network, creating real potential in fleet. I’m looking forward to working with colleagues and customers to build on the strong foundations already in place and further develop a differentiated, customer-focused fleet offering.”

Triangle Tyre has significantly strengthened its European off-the-road operations with the appointment of Federico Parmesan as the new European OTR Technical Manager, a position he assumed on 1 March 2026. This strategic appointment represents a key milestone in the company's ongoing efforts to enhance its technical capabilities and expand its market presence across the continent's specialised tyre sector.

Parmesan brings more than three decades of tyre industry experience to his new role, with particular expertise concentrated in OTR and earthmoving applications. His extensive background encompasses not only deep technical knowledge but also a comprehensive understanding of the challenges faced by dealers and end-users operating in demanding environments. This combination of technical proficiency and practical insight positions him to effectively bridge the gap between product development and real-world application requirements.

In his new capacity, Parmesan will work closely with Triangle's partner network throughout Europe, providing support for both aftermarket and original equipment segments. His responsibilities include strengthening the company's field application expertise and contributing directly to the continued development of the OTR product portfolio. These efforts aim to deliver enhanced value and service to partners across the region.

The appointment reflects Triangle's strategic priority of reinforcing its technical structure to support ambitious growth objectives in the European OTR segment. The company seeks not merely to consolidate its existing market share but to achieve sustainable expansion while elevating support levels for its partners. Parmesan's extensive experience, energetic approach and positive attitude are expected to prove invaluable assets as Triangle pursues these goals and strengthens its position within the competitive European market.