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.

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Yokohama India, the Indian subsidiary of Japan's Yokohama Rubber Co., has launched its newly revamped official website.

The company said that the upgrade is a major milestone and part of its digital transformation, aiming to make tyre discovery, selection and aftersales service simpler and more intuitive for consumers.

The new platform features an intuitive interface with simplified navigation, detailed product information and a mobile-first design for a responsive user experience. The website incorporates AI-led enhancements.

The platform also introduces WhatsApp Connect+, an automated chatbot designed to provide instant product assistance, personalised recommendations and quick connection to dealers. An upgraded dealer locator and a blog section with tyre care tips and maintenance advice are also included.

Gaurav Mahajan, Head of Marketing, Yokohama India, said, “Our goal is to create a digital ecosystem that goes beyond information, it’s about building a closer connection with every driving enthusiast. The new website mirrors the performance, innovation, and reliability our tyres represent, while making every interaction from exploring to support seamless and enjoyable.”

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Cabot Corporation has named William ‘Bill’ Masterson as the new Senior Vice President and President of its Reinforcement Materials segment, effective 21 November 2025. He takes over the position from Matthew Wood, whose departure from the company is effective immediately. The company clarified that Wood’s exit is not connected to any form of disagreement concerning business performance, financial controls, operational matters or auditing practices.

Masterson brings considerable experience to his new role, having progressed through a series of leadership positions since joining Cabot from WR Grace in 2011. His most recent assignment was as Vice President of Global Business Operations for Carbon and Silica Technologies, where he managed a worldwide network of manufacturing facilities. In that capacity, his responsibilities extended to overseeing product management, supply chain logistics and technology functions, through which he led key projects focused on improving operational efficiency and fostering sustained growth.

Previously, he served as Vice President and Regional Business Director for the Americas, directing all commercial and technical activities for the specialty carbons and fumed metal oxides lines. This extensive background in managing intricate global operations, supported by his strong commercial strategy expertise, equips him to successfully lead the Reinforcement Materials segment and advance Cabot’s strategic goals.

Sean Keohane, President and CEO, Cabot Corporation, said, “Bill brings a strong and diverse background to his new role, with deep expertise in global business operations, commercial strategy and a proven ability to lead complex organisations. Throughout his career at Cabot, he has demonstrated disciplined execution and a commitment to driving growth and operational excellence. Bill will also have the support of a long-tenured, highly experienced team with decades of knowledge in Reinforcement Materials, providing consistency and strength as he leads the business forward. He is also highly regarded for his collaborative leadership style and his ability to develop talent across the Company. I am confident that his strategic insight and operational experience will position the Reinforcement Materials business for continued success and long-term growth.”

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Hankook Tire has signed a memorandum of understanding with Finland’s Rotoboost to co-develop a new class of low-carbon carbon materials for tyres, as the South Korean manufacturer accelerates efforts to cut emissions across its supply chain.

The agreement was concluded on 20 November at Rotoboost’s China office in Shanghai and centres on the joint development of carbon materials derived from so-called turquoise hydrogen — a process in which methane is thermally decomposed to produce hydrogen and solid carbon with significantly lower CO₂ output than conventional production methods.

Hankook said the collaboration marks a further step towards its “2050 Net-Zero” target, with a specific focus on the raw-materials stage, where carbon black — a fossil-fuel-based input widely used in tyre manufacturing — is associated with high emissions. The company has been expanding research into recycled and certified forms of carbon black but sees the hydrogen-derived alternative as a promising next stage.

The signing was attended by Hyuncheol Kim, chief operating officer of Hankook Tire China, and Rotoboost chief executive Kaisa Nikulainen. According to the companies, the partnership reflects a shared ambition to “strengthen sustainable materials value chain”.

Turquoise-hydrogen carbon materials, generated during the decomposition of methane in a high-temperature reactor, have recently drawn interest in the automotive and tyre sectors for their potential to reduce lifecycle emissions. Hankook aims to optimise the material’s properties, validate its performance in tyre compounds and achieve more than a 50 per cent reduction in greenhouse-gas intensity “without compromising product performance”.

The group will also develop a quantitative verification system, using Life Cycle Assessment and Environmental Product Declarations, to assess carbon-reduction effects from raw-material sourcing through to production.

The agreement builds on Hankook’s growing portfolio of sustainability-driven projects. This year the company joined a national research programme on large-scale turquoise hydrogen production and began a development initiative with Solvay Silica to produce circular silica using industrial waste streams. Last year it achieved mass-production use of three ISCC PLUS-certified carbon blacks made from end-of-life tyre pyrolysis oil, and commercialised Korea’s first chemically recycled PET tyre cord through a partnership with SK Chemicals and Hyosung Advanced Materials.

Hankook said it would continue to “reduce its dependence on petroleum resources, prevent the depletion of natural resources, and consistently lower carbon emissions” through global collaborations.

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India’s Balkrishna Industries Ltd (BKT) has strengthened its original equipment (OE) business with three senior appointments across France and South America, as the off-highway tyre maker accelerates its 2030 growth strategy.

The company said the hires mark a further step in its plan to expand in priority markets and reinforce its position as a global OE partner through technical collaboration and deeper engagement with equipment manufacturers.

In France, BKT has appointed Rémi Morin as Brand Specification Manager. Morin, who has more than 12 years’ experience with a global OEM and a decade in smart farming, mobility and innovation, will lead the firm’s engagement with tractor dealers. BKT said the role is designed to align product development more closely with the needs of OEMs, dealers and end-users in a market where the company already has a strong aftermarket presence.

In South America, BKT has added Cadu Accica as Head OEM South America and Lincoln Sugimoto as OEM Technical Manager South America.

Accica brings 19 years of experience in the specialty tyre sector across Latin America, with a track record in business development, marketing and sales. He will oversee OE partnerships with a focus on customer proximity and long-term collaboration.

Sugimoto, an engineering and project management specialist with 15 years’ experience in the specialty tyre and material-handling industries, will provide technical support to OEMs in the region and drive innovation and operational efficiency.

“These appointments reflect our bold commitment to scaling our OE business worldwide — with Europe and South America being critical parts of that journey. Remi, Cadu, and Lincoln bring passion, expertise, and a shared belief in performance through partnership and innovation. Their arrival enhances our ability to engage with OEMs at the highest level and deliver long-term value across regions. We are building a team that will transform our strong ambitions into reality at a global level,” said Ludovic Revel, President Global OEM, BKT.

BKT said the latest hires follow recent additions to its OE teams across Europe, Africa and the Middle East. The company added that it is now positioned to expand its OE footprint across agricultural, industrial and OTR segments as part of its long-term strategic plan.

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