Marubeni Corporation has taken a significant step into Thailand’s tyre recycling industry by acquiring a 32 percent stake in Green Rubber Energy, an ELT pyrolysis company. This strategic partnership aims to address the tyre industry’s waste management challenges, foster sustainability and strengthen circular economy practices by producing high-quality recovered carbon black and other recycled materials.

Marubeni Corporation recently forayed into Thailand’s tyre recycling space with investing in Green Rubber Energy (GRE), an end-of-life tyre pyrolysis company headquartered in Samut Prakan.

Speaking to Tyre Trends on the partnership, GRE Chief Executive Officer Mai Auapinyakul said, “Marubeni, with its expansive upstream-to downstream network, has long sought to tackle the waste tyre challenge while addressing sustainability goals for major tyre manufacturers. GRE fills a critical gap in Marubeni’s strategy by stepping in as the recycler, a role previously missing in its ecosystem. The partnership between GRE and Marubeni is built on a foundation of trust, having worked together for over five years in the recovered carbon black (rCB) market. GRE’s expertise and Marubeni’s global reach create a natural synergy, fostering collaboration across the entire supply chain, from producers to recyclers.”

The executive revealed that Marubeni now holds a 32 percent stake in GRE, solidifying its entry into the ELT and tyre pyrolysis business in Thailand. While financial specifics remained undisclosed, she mentioned that this partnership is poised to significantly influence regional tyre recycling markets.

“GRE’s vision to lead as a key technological player in closing the circular economy loop aligns seamlessly with Marubeni’s strategy in tyre recycling. This collaboration marks a pivotal step in transforming the tyre industry’s linear supply chain characterised by ‘make, use and discard’ into a circular one focused on ‘use, remake and recycle’,” said Auapinyakul.

The recycler emphasised that a successful circular supply chain demands a seamless partnership among producers, users and recyclers. As tyre manufacturers push towards sustainability targets such as integrating recycled raw materials into their production processes by 2050, GRE plays a critical role in ensuring the quality and consistency of rCB.

“Recovered carbon black production is inherently tied to the formulation of input tyres, whether truck tyres, eco tyres or passenger car tyres. GRE’s approach underscores that ‘what goes in is what comes out’. Tyre manufacturers’ formulations directly influence the rCB quality GRE supplies back to the industry, making collaboration not just beneficial but essential,” said the executive.

She added, “Marubeni’s extensive network within the tyre manufacturing industry opens new avenues for GRE to meet industry-grade rCB standards. This collaboration fosters innovation and quality assurance while expanding the dialogue on the broader adoption of rCB in both tyre and compounding industries.”

DEMAND FOR RCB GRE’s

ELT recycling process produces three primary commercial products that include rCB, tyre pyrolysis oil (TPO) and steel wires. The rCB produced is equivalent to N660-grade carbon black, offering a sustainable alternative for industrial applications. TPO serves as a versatile byproduct used in fuel and chemical production, while the steel wires extracted during the process are sold to recycling markets.

The company currently focuses on the regional market with most of its rCB distributed within Thailand. However, GRE has begun exporting small quantities of rCB to Malaysia and Japan, indicating the growing international interest in sustainable materials. While regional demand remains GRE’s core focus, the international market offers significant potential for expansion as global sustainability goals and regulations gain momentum.

“In Thailand, the initial demand for rCB was driven largely by its cost advantage over virgin carbon black. Over time, this has evolved as manufacturers, especially those exporting to the European Union, adapt to stringent sustainability regulations that prioritise the use of recycled raw materials. Today, major tyre manufacturers are increasingly incorporating rCB into their production processes to meet their long-term environmental targets, resulting in heightened demand for GRE’s products,” said the official.

Adopting rCB, however, comes with its challenges. “Unlike virgin carbon black, rCB is not a one-to-one replacement due to its molecular differences stemming from the recycling process. Manufacturers must adjust their formulations and production methods to ensure compatibility. This shift in the supply chain mindset requires close collaboration between GRE and tyre producers. GRE has been proactive in addressing this challenge by working with manufacturers to align on product specifications and processes, fostering a ‘two-way street’ approach to innovation,” said Auapinyakul.

Currently, GRE’s plant in Samut Prakan, Thailand, processes around 10,000 tonnes of ELT annually, with Mai Auapinyakul, CEO, Marubeni an output split of approximately 38 percent tyre pyrolysis oil, 32 percent recovered carbon black and 13 percent steel wires. While operating below its full capacity of 13,000 tonnes, GRE plans to scale production in the coming year to meet the rising demand for rCB. With the local market currently using rCB in a 10 to 90 percent ratio compared to virgin carbon black, GRE anticipates this will shift to 30 percent rCB and 70 percent virgin carbon black within five years, signalling a transformative change in the tyre and materials industries.

FINE TUNING

GRE claimed to have achieved notable advancements in stabilising the quality of rCB for tyre applications through the implementation of continuous pyrolysis technology. While pyrolysis itself is not a new innovation, GRE has tailored its processes to prioritise rCB production over TPO, a strategy that sets it apart from many batch pyrolysis operations that emphasise oil production. Over nearly a decade, GRE has fine-tuned its technology to meet the stringent quality and stability requirements of the tyre industry, ensuring the rCB produced is suitable for tyre manufacturing.

Moreover, the collaboration seeks to purify rCB and TPO leveraging technology from Germany’s RCB Nanotechnologies GmbH, in which Marubeni has invested. Commenting on the implementation, the executive averred, “While GRE has not yet worked directly with Germany’s RCB Nanotechnology, the potential for collaboration is significant. GRE sees this as an exciting opportunity to further enhance the quality of its rCB and expand into higher-grade products, unlocking greater value in the sustainable raw materials market. The collaboration is expected to align with GRE’s goal of increasing market share by offering diversified grades of rCB, supported by Marubeni’s investment and resources.”

ENSURING SUPPLY

According to the company, Thailand generates approximately 80,000 tonnes of ELTs annually, with an additional 25,000 tonnes of off-spec tyres classified as waste. Currently, the ELT volume is increasing at a rate of around five percent per year driven by rising vehicle use and tyre turnover. With Marubeni’s expanded network and GRE’s growing capacity, the percentage of ELTs recycled is expected to increase significantly, reducing environmental impact and advancing the circular economy within the region.

Furthermore, the collaboration seeks to ensure a steady supply of the ELTs to GRE. Commenting on the supply chain, Auapinyakul noted, “Marubeni’s involvement brings strategic advantages in securing a consistent supply of ELTs. By leveraging its extensive network, including partnerships with tyre retailers and service providers, Marubeni ensures a steady flow of ELTs for GRE. This network also connects GRE to tyre manufacturers, allowing the collection of off-spec tyres directly from production lines.” “This expanded supply chain not only guarantees raw materials for GRE’s increasing production capacity but also addresses environmental concerns by ensuring ELTs are properly recycled and re-introduced into the market as sustainable products. Marubeni’s support enables GRE to scale its operations while promoting responsible waste management practices in Thailand,” she added.

EXPANDING REACH

Thailand offers a robust ecosystem for establishing a proofof- concept model. The country’s well-integrated tyre industry supply chain provides an ideal environment to demonstrate the feasibility and scalability of a closedloop recycling model. GRE aims to leverage this position by expanding its production capacity in Thailand, focusing on both domestic supply and exports.

The next five to 10 years will see GRE doubling its current maximum capacity to 26,000 tonnes with a clear strategy to expand the applications of its products. Once the model is fully operational in Thailand, GRE and Marubeni plan to adapt and replicate it in other regions, with Japan being a key target. Marubeni’s extensive network and expertise will play a pivotal role in expanding into Japan and potentially beyond the Asia-Pacific.

While the tyre industry remains the primary consumer of rCB, GRE is also exploring other markets.

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Dow Inc. said its chief executive Jim Fitterling will become executive chair of the board from 1 July , 2026, with chief operating officer Karen S Carter appointed as chief executive.

Carter will also join the board on the same date, while Richard Davis will continue as independent lead director.

The company said the changes follow a multi-year succession planning process and are intended to ensure continuity as it advances its strategy as a materials science group.

“On behalf of the Board, I want to thank Jim for his exceptional leadership and continued contributions to Dow,” Davis said. “Jim has led the company through a period of significant transformation while strengthening Dow's strategy, culture and long-term positioning. We are equally pleased to congratulate Karen on her appointment as CEO. She is a disciplined, highly respected leader with a deep understanding of Dow's businesses and customers. This appointment reflects our confidence in her ability to lead Dow forward into its next chapter of growth and value creation for customers, employees and shareholders.”

Fitterling, who has been chief executive since 2018 and chair since 2020, oversaw the company’s separation from DowDuPont and led its repositioning towards higher-growth, consumer-led markets. He also guided the group through broader macroeconomic and geopolitical challenges, while advancing its sustainability ambitions and corporate culture.

“Serving as CEO of Dow has been the privilege of a lifetime,” Fitterling said. “Together with our employees and leadership team, we have transformed Dow into a stronger, more focused company with the right strategy, capabilities and culture for the future. I look forward to continuing to support Dow as Executive Chair and working closely with Karen to help ensure continuity and strong execution.”

As executive chair, Fitterling will continue to lead the board, focusing on long-term strategy, governance and external relationships.

Carter, who has spent more than three decades at Dow, currently oversees business and operational performance across the company as chief operating officer. She previously led the packaging and specialty plastics division, the group’s largest operating segment, where she focused on capacity expansion, asset upgrades and operational reliability, alongside efforts linked to circular economy initiatives.

“I am deeply honored to assume the role of CEO and lead Dow into our next chapter,” Carter said. “Dow has extraordinary people, world-class assets and leading positions in the markets we serve. Our focus remains unwavering: delivering reliable and innovative solutions for our customers, and long-term value for our employees and our shareholders, while accelerating our transformation to set a new competitive standard for best-in-class performance. I look forward to continuing my partnership with Jim in his new role as Executive Chair, and to working with the Board and all of Team Dow to advance our strategy and deliver on our priorities.”

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Nokian Tyres plc is expanding its partnership with Tata Consultancy Services (TCS) to strengthen IT operations and support ongoing transformation.

The companies will focus their expanded partnership on maintaining and developing IT applications to meet Nokian Tyres’ future needs and to increase the efficiency of its IT operations.

TCS has already handled Nokian Tyres’ service desk support, end-user services like device deliveries, and network and data centre operations. Starting June 1, 2026, TCS will also take over maintenance and development of IT applications, as well as on-site support for internal processes.

This change is part of a larger restructuring of Nokian Tyres’ IT organisation to keep up with changing business needs.

“A more extensive partnership with TCS will enable Nokian Tyres to have a globally unified, agile, and efficient operating model that supports business needs. In addition, it creates a sustainable foundation for the increasing adoption of next-generation technologies such as automation, data-driven solutions and artificial intelligence,” said Timmy McLellan, vice-president, IT and processes, and chief information officer at Nokian Tyres.

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JK Tyre & Industries, one of the leading tyre manufacturers in the country, has appointed Mandar V Deo as President – India, effective immediately.

Based in Delhi, Deo will report to the Chairman and Managing Director, Dr Raghupati Singhania, and the Managing Director, Anshuman Singhania. He joins the tyre manufacturer with more than two decades of experience in senior leadership positions, having previously served at Exide Energy Solutions, Cummins India and Cummins Inc.

He holds a bachelor’s degree in mechanical engineering from Pune University, alongside a Master’s degree and a PhD from Pennsylvania State University. He also holds an MBA from the Kelly School of Business at Indiana University.

Deo’s appointment comes as JK Tyre continues to expand its global footprint, which currently spans 105 countries and includes 11 manufacturing facilities in India and Mexico with an annual production capacity of 35 million tyres.

The company maintains a focus on technical innovation through its Raghupati Singhania Centre of Excellence in Mysore and was the first in India to introduce 'Smart Tyre' technology featuring integrated Tyre Pressure Monitoring Systems (TPMS). Additionally, JK Tyre has committed to the global RE100 initiative, aiming to transition to 100% renewable electricity by 2050.

Dr Raghupati Singhania, Chairman & Managing Director, JK Tyre, said, “I am confident that Mr. Deo will provide strong and adept leadership and steer JK Tyre on a new growth trajectory.”

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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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