Tyres may appear simple, but behind their strength and resilience lies a web of intricate engineering and hidden reinforcements. At the heart of this complexity are tyre cords, materials that ensure safety, performance and durability while rarely being noticed. For India’s fast-growing tyre industry, companies like Bekaert have become essential partners, combining global expertise with local innovation. Through decades of investment, technical excellence and sustainable practices, Bekaert has embedded itself deeply into the industry’s transformation, helping shape safer, lighter and more efficient tyres.

In the vibrant industrial heart of Pune, Maharashtra, a Belgian company quietly celebrates a remarkable milestone. Few may realise it, but most journeys on India’s roads, from daily commutes to long-distance drives, are supported by Bekaert’s invisible touch. Through its advanced tyre reinforcement technologies, Bekaert helps make mobility across the country more reliable, efficient and safe. Over the past 25 years in India, the steel wire and advanced materials specialist has mastered the art of being what it calls ‘invisible, yet indispensable’– a philosophy that has made it one of the leading enablers of India’s modern tyre industry.

Every tyre represents a complex engineering trade-off: it must maintain road grip, bear substantial loads and withstand road hazards at higher speeds. The critical but invisible component? Steel cords are embedded within the rubber structure. These high-performance cords prevent tyre deformation during cornering, distribute cargo weight without compromising structural integrity and maintain dimensional stability at high speeds. Without steel reinforcement, modern tyres would fail under the mechanical stresses of everyday use – making these concealed cords essential to road safety. Bekaert, through continued innovation in steel cord technology and close collaboration with tyre manufacturers, ensures this critical structure performs reliably under the most demanding conditions.

“This philosophy – invisible, yet indispensable – reflects Bekaert’s strategy of deep technical expertise and close collaboration with customers to deliver critical, high-quality tyre reinforcement solutions. By understanding industry challenges and unique local conditions, Bekaert develops highly specialised, often custom solutions integral to tyre safety and reliability for more specific local needs,” explains Roopak Karnik, Managing Director, Bekaert Industries Private Limited.

Bekaert didn’t become a global leader in steel wire transformation overnight. The company has spent over 70 years refining its craft across international markets. But it’s India’s story that is more recent – and arguably more interesting. When Bekaert arrived 25 years ago, it was simply a wire supplier. Today, it has helped reshape an entire industry. The company’s partnerships with Indian tyre manufacturers proved critical during the country’s shift from bias to radial tyres, a transition that elevated not just Bekaert’s business but also strengthened competitive standing of India’s entire tyre sector on the global stage.

THE LONG GAME: OVER 25 YEARS OF STRATEGIC INDUSTRY FIRST MOVER

With over 150 years of global expertise and a strong legacy of innovation across continents, Bekaert has been a pivotal force in advancing the global tyre industry. Confident in the potential of the Indian market, Bekaert began manufacturing in India in 2001, strategically positioning itself as a first mover to introduce cutting-edge solutions to a rapidly transforming industry landscape.

“In 1997, Bekaert began its journey in India by trading various products, including steel cord manufactured, globally. Bekaert traditionally has been an early mover in the growth regions and was the first steel cord company to set up manufacturing facilities in China, Indonesia and India,” Karnik tells.

This initiated a methodical expansion that mirrored India’s own industrial transformation. By 2001, recognising the potential of India’s emerging radial tyre market, Bekaert established its first tyre reinforcement plant with a modest 5,000-tonne capacity. This step marked a significant shift from Bekaert’s initial phase of local sales, representing not just an investment in production but a bet on India’s automotive future at a time when most commercial vehicles still ran on bias tyres.

Recognising the uniqueness of the Indian infrastructure evolution, logistics model and transportation requirements, the next major milestone came in 2010 with a local R&D Tech and Engineering Centre in Ranjangaon, ‘dedicated to India-specific tyre needs’. This signalled Bekaert’s commitment to being more than a multinational supplier – it aimed to be a true partner in India’s industrial development.

“At Bekaert, we’ve evolved beyond being just a manufacturer. From creating over 1,000 local jobs to having our global Technology Centre and manufacturing plant in Pune, we work hand-in-hand with customers to co-create solutions before challenges even arise. With our technical division and 24/7 support, we are committed to delivering comprehensive, integrated solutions and addressing any issues our customers face on time. Our goal is simple: be the partner our customers turn to first, backed by local expertise and global experience,” Karnik explains.

Recognising the growth in infrastructure and the development of local steel manufacturing capabilities, Bekaert invested in a plating line to provide the Indian market with a fully integrated plant. This investment has provided the tyre industry with an extremely reliable, flexible and dependable end-to-end local supply chain. The strength and reliability of this local supply chain were proven during the Covid-19 pandemic and again in 2022, when many less integrated supply chains struggled to keep pace with industry demands.

As Bekaert marks its 27th year in India, the company has evolved from a trusted supplier to a strategic partner. Under Karnik’s leadership, Bekaert’s Indian operations now serve as a global hub for services and innovation, reflecting the company’s deepening commitment to both local and international customers.

Bekaert has always been at the forefront of being a partner to its customers, and it is resonated by JK Tyre & Industries Ltd. “As pioneers of radial tyre technology in India and the first to introduce truck radials in the country, JK Tyre shares a longstanding and valued partnership with Bekaert. Our collaboration spans a few decades, during which JK Tyre played an instrumental role in encouraging Bekaert to establish its manufacturing presence in India. Together, we have worked extensively on advancing steel tyre cord technologies, continually setting benchmarks in innovation and quality. Both JK Tyre and Bekaert have been at the forefront of introducing cutting-edge technologies to India, making our partnership especially relevant in today’s context of Atmanirbhar Bharat or the Make in India initiative. These national priorities align well with our shared vision of strengthening India’s self-reliance in critical manufacturing sectors,” says a JK Tyre spokesperson.

“We are confident that with Bekaert’s expanded capacity, robust technology and strong support team, this partnership will continue to contribute meaningfully to JK Tyre’s growth and to India’s journey towards becoming the world’s third-largest economy,” adds the JK Tyre spokesperson.

THE RADIALISATION REVOLUTION

Bekaert has been an integral part of India’s shift from bias to radial tyre journey since the manufacture of the country’s first radial tyre, providing cutting-edge steel cord reinforcement solutions that continue to set industry standards today.

When Bekaert arrived in India in 1997, only five percent of commercial vehicle tyres were radials.

“Bekaert has been instrumental in the radialisation of India’s commercial vehicle tyre market, which has grown from five percent in 1998 to 55 percent in 2023. This shift demanded tyres handle higher loads, improve fuel efficiency and enhance safety. By co-developing solutions, providing technical expertise, joint testing, collaborative innovation and even customised wire rod and cord solutions, we have enabled tyre manufacturers to transition smoothly, improve product performance and meet growing consumer expectations for durability, handling and safety. This has been possible due to a strong local footprint for both research and manufacturing,” says Raj Kalra, SVP, Strategic Marketing and Sales RR at NV Bekaert.

Elaborating on the industry perspective on this transformation, the Automotive Tyre Manufacturers Association (ATMA) says, “Bekaert has been a trusted and longstanding partner in the radialisation journey of the Indian tyre industry. India’s market is unique in its requirements, demanding differentiated and performance-driven raw materials to cater to diverse road conditions and customer expectations. In this context, close collaboration between partners such as Bekaert and the tyre industry has been instrumental in developing technologically advanced solutions, particularly in the area of high-performance steel cord reinforcement, which has significantly contributed to enhancing tyre safety, durability and fuel efficiency. By driving innovations that reduce material usage, improve recyclability and lower the overall carbon footprint of tyres, Bekaert has aligned itself with the broader environmental priorities of the tyre industry. Their efforts complement the industry’s push towards cleaner mobility, energy efficiency and global competitiveness.”

The technical challenges were immense. Radial tyres demand far superior reinforcement compared to their bias counterparts. They must withstand higher stresses, maintain structural integrity under varying loads and deliver the durability that commercial vehicle operators in India’s challenging conditions demand.

LOCAL PRESENCE, GLOBAL EXCELLENCE

Bekaert’s success in India relies on achieving true localisation while leveraging its global innovation powerhouse and expertise. The approach to local production capability exemplifies an effective industrial strategy.

Along with support of manufacturing plants strategically located across regions, local production enables Bekaert to shorten response times, tailor specifications and quickly adapt to market shifts. Unlike imports, Bekaert offers immediate response, agile development and a lean supply chain. By implementing vendor-managed inventory programmes, it minimises inventory in the pipeline, ensuring that products meet the needs of Indian tyre manufacturers.

The advantages extend far beyond logistics. Indian tyre manufacturers have distinct product requirements based on the diverse vehicle types and challenging road conditions in the country. “Bekaert delivers a unique proposition to Indian manufacturers. With the combination of decades of global experience with deep local market knowledge and leveraging its state-of-the-art Technology Centre at the Ranjangaon campus, Bekaert works in close partnership with Indian customers to engineer tyre reinforcement solutions specifically calibrated for local road conditions and operational demands, spanning the entire spectrum from two-wheelers to heavy-duty mining vehicles,” says Jim Dobson, SVP, Technology and Quality at Bekaert.

Bekaert’s in-house engineering department, Bekaert Engineering, designs, manufactures, installs and maintains equipment for its production plants worldwide. This global expertise is a cornerstone of the company’s operations, ensuring that production processes are efficient, standardised and consistent across all facilities. Close collaboration with R&D allows machinery and product innovations to advance in tandem, while maintaining control over its own equipment enables Bekaert to continuously enhance quality, efficiency, safety, sustainability and cost-effectiveness.

In India, this strong global engineering backbone has supported the company’s growth journey – providing the technological foundation and know-how needed to scale efficiently in a complex market. At Bekaert, keeping the customer at the centre of its business isn’t just a philosophy – it’s a strategic advantage that guides every decision, from where facilities are located to how innovation is delivered.

Local production is a prime example of this commitment. Bekaert’s combination of local and global presence insulates the customers from the pressures arising out of geopolitical volatility and trade barriers. This puts Bekaert in the best position to offer a cost-effective supply chain optimising solution.

“The key success factors in the Indian market differ significantly from those in international markets due to variations in consumer behaviour, infrastructure, regulations and competitive scenario. Apollo Tyres has been successful in the Indian market due to its strong dealer and distribution network in the country, which is crucial for reaching customers in the tier II/III cities and rural areas. It is a well-established brand in India synonymous with quality and durability, along with its strong relationships with Indian OEMs, which boosts volumes and brand visibility. In the markets outside India, Apollo Tyres’ focus on building brand equity and meeting international safety, performance and sustainability standards (EU labelling norms) has been the key. Having an established brand, like Vredestein, and manufacturing presence has helped it enter and expand in Europe,” says Apollo Tyres’ spokesperson.

“We build our entire ecosystem around customer needs – aligning our footprint, capabilities and innovation pipeline to deliver maximum value to our partners in minimum time,” says Amit Kulkarni, Sales Director at Bekaert Industries.

Highlighting the strategic value of such partnerships, Apollo Tyres’ spokesperson adds, “Bekaert has a manufacturing footprint which aligns with Apollo’s production locations, allowing local buying at a reduced carbon footprint. It has the added advantage of being a full-range player with a focus on innovation and new products.”

The contrast with import-based models is evident. Imported solutions often follow a ‘reactive, one-size-fits-all approach’, while Bekaert’s local presence enables proactive customisation and rapid adaptation to Indian conditions.

ADVANCING LOCAL CAPABILITIES THROUGH TECHNOLOGY AND PARTNERSHIP

Bekaert’s long-term investment in India reflects a clear ambition: to strengthen the country’s position in the global tyre supply chain through advanced technology, deep customer collaboration and a strong local footprint. The recent expansion of its Pune facility, with a state-of-the-art coating line, demonstrates this commitment to combining global expertise with local manufacturing excellence.

“We are building technology nodes, not just factories. Each region is equipped to deliver innovation and advanced solutions, ensuring our customers benefit from consistent quality and expertise wherever they are,” says Karnik.

Bekaert focuses on transferring global technology and best practices to India. Local operations work hand in hand with global engineering teams to ensure the same standards of performance, safety and sustainability. The Pune site integrates next-generation steel cord processing that reduces Scope 2 emissions, eliminates water-intensive pickling and works on the concept of zero liquid discharge, supporting the industry’s broader sustainability ambitions.

Equally important is the close technical partnership between Bekaert and its customers. Engineers are embedded within development teams, enabling seamless communication between shop floor and R&D. Joint validation programmes, testing and simulation processes help tyre manufacturers bring new designs to market faster and with greater reliability. This hands-on collaboration ensures that products meet global standards while being optimised for India’s specific road and performance conditions.

As one of India’s leading tyre manufacturers, BKT has experienced the benefits of this partnership first-hand. A company spokesperson explains: “When BKT was founded, our focus was strongly oriented towards export. We began engaging with international markets very early, meeting highly demanding customers and operating under strict quality standards. That experience shaped us: it pushed us to invest in technology, strengthen our manufacturing processes and establish ourselves as a trusted global brand. In recent years, however, we have chosen to look more closely at our home market. We’ve recognised the changing landscape in India. With increasing demand for advanced products and a growing emphasis on performance and reliability, we’ve brought our international expertise to bear on these new

challenges. Today, our strength in India lies exactly in this combination: expertise developed in international markets and the ability to adapt it to local needs, supported by a widespread distribution network and customer-focused service. Bekaert is not just a supplier for BKT; it is a long-term technology partner. Its high-performance steel cord plays a vital role in ensuring the strength, durability and reliability of our tyres across all applications. Bekaert’s support is crucial in the development of high-performance steel cords specifically engineered for large mining truck tyres, which are used in both global and Indian markets.”

This collaboration reflects the strength of partnership-driven innovation, where local manufacturing meets global expertise. Through shared technology, joint validation and sustainability-driven practices, Bekaert continues to reinforce the foundation of India’s tyre industry and its journey towards global competitiveness.

Through strategic decentralisation, a focus on sustainability and close integration with local manufacturers, Bekaert demonstrates how global expertise can strengthen India’s tyre industry, delivering reliable, high-performance solutions that support mobility across the country.

CUSTOMER-CENTRICITY IN THE DIGITAL AGE

Bekaert’s strategy is built around creating long-term value while exploring new markets and technologies. The company’s vision is to ‘Establish the New Possible: Safe, Smart, Sustainable’, and it achieves this by strengthening its core business in steel wire applications, pioneering beyond steel into new materials and solutions and ensuring outcomes that are sustainable and positive for the future.

Customer-centricity is not just a slogan at Bekaert. It drives every decision, from boardroom strategy to the shopfloor. The company has designed programmes that link operations directly to customer expectations, such as the Customer Steward Programme. This initiative empowers factory operators to take accountability for quality and consistency, ensuring that every product leaving the facility meets the high standards customers expect.

Initiatives like ‘Always Committed, Best Quality, Customer Delight’ (ABC) implement quality improvements in ways that customers can experience directly. Part of Bekaert’s broader Management System, ABC integrates manufacturing excellence with customer satisfaction on the production line. It instils a customer-first mindset across global operations. Teams are able to identify and resolve issues quickly while maintaining consistent quality and aligning closely with business objectives.

Bekaert’s Zero Loss approach complements this focus on customer value. Embedded within a continuous improvement framework that includes Lean and Six Sigma methodologies, Zero Loss aims to eliminate waste, reduce variation and achieve zero defects. By linking critical business needs directly to shopfloor practices, operators understand how their actions contribute to the company’s overall objectives, strengthening quality and efficiency at every stage.

Beyond internal processes, Bekaert engages with external innovators through corporate venturing. Its ‘Better Together’ philosophy enables rapid integration of new technologies and helps customers stay ahead of market shifts. These collaborations are particularly vital for innovation in sustainable construction and the energy transition, where emerging technologies require agile partnerships to create meaningful impact.

With over 70 years in the automotive sector, Bekaert maintains a forward-looking approach. The company develops products ahead of market demand and supports the transition to ‘New Mobility’ by providing materials for safer, smarter and more sustainable vehicles. This approach considers every stage from raw material sourcing to end-of-life recycling.

Customers recognise and value this collaborative approach. As CEAT explains, “Bekaert is an integral part of our innovation journey, whether by developing newer belt wire with improved performance, sustainability or service levels. The close collaboration enables us to study in depth the integrity and durability of our steel cord packages in a tyre under various service conditions. It also helps us to exchange and understand the global trends in steel wire technology, tyre technology and emerging trends. Bekaert’s support is always at hand whether be it in jointly driving process excellence, sustainable transportation of raw material and lean management, and is well appreciated. Sustainability is gaining focus; we look forward to further encouraging sustainable initiatives with Bekaert.”

“The approach ensures that innovations are not just technically advanced but also aligned with the real-world needs and specifications of Indian OEMs and their tyre suppliers, leading to more impactful solutions. In India’s rapidly evolving automotive market, where OEMs are shortening their product cycles and constantly updating vehicle models, this responsiveness provides a crucial competitive advantage,” Karnik says.

Through deep customer partnerships, continuous improvement and a forward-thinking approach to innovation, Bekaert demonstrates how a global company can remain close to local needs while shaping the future of mobility in India.

WIRE ROD EXCELLENCE THROUGH PARTNERSHIP

Bekaert’s approach with India’s steel sector exemplifies a forward-looking model of industrial collaboration, where the company prioritises expertise and partnership over ownership. By leveraging relationships with domestic steel producers, Bekaert helps advance specialised steel production capabilities critical for high-performance applications.

“Bekaert’s strength lies in its global expertise combined with strong local sourcing relationships in India. Instead of operating its own wire rod production plants, we have partnered with the growing Indian steel sector,” explains Namrata Salunke, Head of Procurement at Bekaert Industries.

Rather than simply procuring standard materials, Bekaert positions itself as a technical partner to Indian steel mills. The company works closely with them to develop the specialised wire rod grades required for demanding applications such as steel tyre cords. This partnership involves technology support, process control improvements, quality system development and process optimisation. As a result, domestic steel producers can manufacture high-performance materials that meet stringent global automotive standards.

Bekaert’s engagement goes beyond specifications to the joint development of innovative steel grades, addressing the evolving needs of the tyre industry. By sharing deep application knowledge and quality benchmarks, the company helps Indian steel manufacturers optimise their capabilities to produce consistent, defect-free wire rod that meets international standards. Sustainability is also embedded in the collaboration, with efforts to reduce Scope 3 emissions and source wire rod with high recycled content, supporting a circular economy.

“By sourcing wire rod locally, we minimise dependency on imports, reduce lead times and collaborate on process efficiencies and material innovations, leading to a better overall operational efficiency. This capability strengthens our value proposition by combining technical expertise with operational agility, allowing us to efficiently co-develop innovative solutions with Indian tyre manufacturers. We at Bekaert are extremely happy and privileged to participate in the government effort relating to the Make in India movement, not only through investment and job creation but also by helping the core steel manufacturing sector produce high-specification wire rods in India,” Salunke says.

PARTNERING FOR SUSTAINABLE SUPPLY CHAINS IN INDIA

For Bekaert, sustainability is more than a responsibility: it is a strategic imperative woven into every aspect of its business. Guided by the Science Based Targets initiative (SBTi), the company has set ambitious goals to reduce its carbon footprint, transition to renewable energy and embed circular economy principles both globally and locally.

In India, these commitments translate into initiatives that address the country’s sustainability challenges while aligning with global climate objectives. Bekaert goes beyond supplying high-quality steel cords, offering complete solutions that combine products, services and technical expertise. This ensures that customers do not just receive a component; they gain a partner who supports them across the entire tyre development cycle.

KEY INITIATIVES DRIVING IMPACT

HIGH RECYCLED CONTENT (HRC) STEEL

Bekaert maximises the use of recycled steel to reduce reliance on virgin resources, lower carbon emissions and contribute to circular economy principles. Third-party verification confirms and certifies the percentage of recycled content in Bekaert’s manufactured and sold steel cord, ensuring traceability, transparency and confidence for tyre manufacturers reporting on recycled content.

LNG-POWERED LOGISTICS

With India’s industrial demand and logistics-related emissions on the rise, Bekaert has introduced liquefied natural gas (LNG) trucks to reduce its transport carbon footprint. This step aligns with the country’s broader transition to cleaner energy sources.

RENEWABLE ENERGY INTEGRATION

By early 2023, Bekaert had signed three power purchase agreements (PPAs) to source electricity from solar farms in India, securing 46.5-megawatt peak of solar capacity. These projects are expected to offset more than 60 percent of the company’s electricity-related emissions in India.

RESOURCE EFFICIENCY IN OPERATIONS

Sustainability is embedded at the plant level through global initiatives like ‘You Know Watt’, which drives continuous improvements in energy and resource consumption. Efforts include energy-efficient production processes, water recycling programmes and optimised material usage.

“Our targets include reducing carbon intensity, increasing recycled content usage and further optimising logistics and production efficiency in line with global and local sustainability standards,” Salunke says.

Through these initiatives, Bekaert demonstrates how a global sustainability vision can be adapted to India’s unique context, ensuring both environmental stewardship and industry resilience.

INNOVATING TYRE REINFORCEMENT FOR INDIA’S FUTURE

Over the next 5–10 years, India’s tyre ecosystem will be reshaped by multiple powerful forces: rapid EV adoption, the demand for lighter, low-rolling-resistance tyres, transparent carbon footprint reporting and Scope 3 reductions, stricter recycling and circularity regulations, geopolitically fragile supply chains and the performance expectations of higher-speed corridors and harsher climates. Bekaert’s roadmap is designed to meet these realities head-on.

The company is addressing this transformation through advanced solutions such as sustainable coatings on cords, Super Tensile (ST) and Ultra Tensile (UT) cords and its Elyta line of innovations. These solutions provide exceptionally high tensile strength while reducing material usage, enabling tyre manufacturers to produce lighter tyres without compromising safety. The result is improved fuel efficiency, lower carbon emissions and longer tyre lifespan, a critical requirement in India’s rapidly evolving market.

“The market dynamics have shifted considerably. This evolution demands tyres with superior performance characteristics, which in turn requires innovation in tyre cord technology,” Kulkarni explains.

Bekaert’s high-tensile and Elyta solutions combine premium materials with advanced design capabilities to tackle weight reduction, durability and sustainability challenges for passenger car and light truck tyres. Indian manufacturers specifically address diverse road conditions, cost-sensitive markets, the emerging EV sector and stringent environmental regulations.

“Our Elyta line combines high-performance materials with advanced design capabilities to address key challenges such as weight reduction, durability and sustainability for passenger car and light truck tyres. For Indian manufacturers, it directly addresses the realities of India’s market with rugged roads, higher vehicle speeds, fuel sensitivity and the rapid rise of EVs,” Selina FIPPL, Head of Strategy & Transformation at NV Bekaert says.

Dobson adds, “This technology allows for the use of up to 20 percent less steel and 10 percent less rubber compound in belt plies. This lets tyre manufacturers produce lighter tyres without compromising safety, improving fuel efficiency and lowering carbon emissions.” By reducing material use, tyres become lighter, lowering rolling resistance and boosting fuel efficiency. Reduced fuel consumption also supports greener manufacturing and helps automakers meet global environmental standards.

These innovations enhance durability and performance, extending tyre lifespan while minimising material waste throughout the product lifecycle.

SAFETY FIRST: BUILDING A CULTURE OF ZERO HARM

Bekaert’s approach to safety in its Indian operations reflects both global standards and local sensitivities, creating what the company describes as an ‘interdependent safety culture’.

Safety is embedded in Bekaert’s operations through rigorous training, regular audits, strict adherence to global protocols and a proactive incident-reporting culture. At the core is the company’s ‘no harm to anyone’ philosophy, which guides safety practices worldwide and is systematically applied across its Indian plants.

The programme goes beyond compliance to create genuine cultural transformation. “The programme aims to create a risk-free working environment by increasing risk awareness among all employees. It emphasises building strong Safety, Health and Environment (SH&E) leadership to steer an interdependent safety culture, where every individual takes responsibility for their own and their colleagues’ safety,” says Kiran Kale, Manufacturing Head at Bekaert Industries.

Cultural practices are firmly embedded in Bekaert’s daily operations, with continuous awareness campaigns, employee participation in safety committees and incentives that encourage safe behaviour. These measures help ensure that every employee and contractor works in a secure environment.

The company’s approach goes beyond physical safety to include overall well-being. Bekaert offers a confidential employee assistance programme, providing counselling services to employees and their families, underscoring its commitment to holistic care.

Continuous improvement drives the programme forward. “By regularly monitoring and benchmarking its practices against industry best performers, Bekaert drives continuous improvement in its SH&E performance,” Kale adds.

TALENT DEVELOPMENT AND INCLUSIVE GROWTH: BUILDING INDIA’S INDUSTRIAL FUTURE

Bekaert’s investment in local talent development reflects a long-term commitment to building capabilities that extend far beyond the company’s immediate needs, contributing to India’s broader industrial competitiveness.

“Bekaert invests in local talent through structured training programmes, apprenticeships and continuous professional development like its Global and Young Graduate programmes,” says Sayali Awachat, HR Head of Bekaert Industries. “These initiatives immerse participants in a hands-on learning environment over 18 months, with international rotations that expose participants to diverse markets, technologies and customer needs – developing future leaders.”

Unlike generic training access, Bekaert focuses on applied learning on the shop floor and at the technology centre. Young engineers are engaged in live technical workshops, customer trials and co-development projects where they learn to solve real challenges in reinforcement technology, quality control and sustainability. This close integration of learning with practice ensures that Bekaert talent is industry-ready from day one.

“We don’t just equip our people with online learning tools; we immerse them in environments where they can co-create solutions with customers. Through initiatives like the Elevation Leadership and Learning Journey for first-time managers, and in-house certification programmes tailored to reinforcement technology, we prepare our teams to lead change in a fast-evolving market,” adds Awachat.

Technical expertise receives focused attention. “Technical workshops, in-house certification programmes and collaborations with academic institutions ensure that employees gain hands-on expertise in reinforcement technology, quality control and innovation practices. This builds a robust pipeline of skilled professionals for the Indian tyre sector,” Awachat says.

Bekaert leverages external partnerships to boost knowledge sharing. By collaborating with research centres and universities worldwide, the company provides its Indian team with access to cutting-edge insights. Combined with internal expertise, these collaborations help Bekaert India remain at the forefront of material science and tyre reinforcement technology.

Bekaert’s initiatives for talent development are built on the core belief of empowering individuals to ‘dare to go beyond and achieve their full potential’.

Bekaert’s inclusion strategy is an integral part of its ‘Put People First’ sustainability pillar, aiming to create an equitable, diverse and safe environment for all employees. The approach combines top-down corporate goals with bottom-up employee-led initiatives, fostering an inclusive culture where every team member has the opportunity to grow, contribute and thrive.

Through its integrated talent development and inclusion programmes, Bekaert is not only preparing its workforce for tomorrow’s challenges but also contributing to the long-term resilience and competitiveness of India’s industrial ecosystem.

LOOKING AHEAD: THE INVISIBLE GIANT SHAPING INDIA’S MOBILITY FUTURE

As Bekaert looks towards its next decade in India, the company’s priorities reflect both the opportunities and challenges of a rapidly evolving industrial landscape. Over 25 years, Bekaert has quietly become indispensable to India’s mobility ecosystem, reinforcing millions of tyres daily with its steel cords, yet remaining purposefully invisible. This strategic invisibility stems from a relentless focus on technical excellence, deep customer partnerships and long-term value creation over brand visibility.

“Bekaert’s priorities for India over the next 5–10 years will be to focus on sustainable growth, leveraging local strengths and aligning with the country’s evolving mobility and infrastructure landscape. As per our philosophy, ‘invisible, yet indispensable’, we will remain an indispensable partner to the tyre industry, quietly delivering co-created, high-performance reinforcement solutions that meet critical industry needs,” says Annie Xu, Divisional CEO RR, NV Bekaert.

Innovation remains central to this vision. “Bekaert will continue to focus on advance testing and simulation ecosystem that will help our customers reduce time to market and continue to be the customers’ preferred choice for development and supply fully Indian products. The company aims to co-develop technologies that address India-specific challenges, from high-speed performance in extreme temperatures to enhanced durability on diverse road conditions,” Dobson adds.

Bekaert’s ambitions extend beyond operational efficiency, positioning sustainability as a strategic opportunity to set industry benchmarks, share best practices and advance India’s circular economy goals. “In the coming decade, we’ll deepen our commitment to India’s tyre industry by placing customers at the heart of innovation,” Karnik says. “Through advanced solutions, sustainable practices, smart manufacturing and talent development, we aim to remain a trusted partner driving long-term value.”

To realise this vision, Bekaert is doubling down on both manufacturing capacity and technological capabilities. “India remains a priority market for us, and with Ranjangaon now at almost terminal capacity, we will explore options for growth in the coming years,” Xu says. “We’re also continuing to invest heavily in our Technology and Innovation Centre at Ranjangaon, creating an advanced product testing and simulation ecosystem that will help our customers reduce time-to-market and stay ahead in an increasingly competitive landscape.”

This expansion aligns with the broader national vision of Atma Nirbhar Bharat, as echoed by MRF: “Bekaert’s expansion of its Pune facility, along with its strategic backward integration investments, demonstrates a strong commitment to this shared goal. These initiatives not only enhance India’s supply chain resilience but also strengthen the technological foundation of the Indian tyre industry. As a trusted partner, Bekaert continues to deliver innovation, sustainability and consistent quality.”

Bekaert’s holistic vision encompasses economic, social and industrial impact. Talent development, innovation and inclusion remain core pillars, ensuring a workforce capable of co-creating solutions with customers, leading change and sustaining the tyre industry’s competitiveness in India.

In an era dominated by corporate grandstanding, Bekaert presents a different model: the power of being invisible yet indispensable. Its sustained investment in local capabilities, advanced technologies and sustainable practices positions both the company and its partners for success as India’s mobility revolution accelerates.

Bekaert’s forward stance is clear: be present locally, lead in cord technology critical for EVs and high-speed India, embed with customers to compress development time and make sustainability measurable within the tyre, ensuring that its philosophy of being invisible yet indispensable continues to define the next chapter.

Through quiet, consistent impact, Bekaert is not just supplying steel cords; it is empowering Indian tyre manufacturers to realise their global growth ambitions, strengthening local capabilities, driving innovation and supporting the nations journey towards mobility excellence, one tyre at a time.

Toyo Tire Corporation will implement organisational changes and leadership reassignments from 1st  October  2026, as part of efforts to strengthen execution of its medium-term business plan.

The restructuring is designed to reinforce strategy execution under the direct supervision of the president, in line with priorities set out in the company’s Mid-Term ’26 Plan.

Under the changes, the Americas Sales Division will be elevated to the Americas Business Headquarters and placed directly under the president. The division’s sales department will be renamed the Americas Business Development Department and transferred to the new structure.

The company will also move its ESG Promotion Department from the Corporate Infrastructure Division to the Corporate Strategy Division to align sustainability initiatives more closely with business strategy. In addition, the investor relations department will shift to the Corporate Administration Division.

Toyo Tire Corporation confirmed changes to executive responsibilities, including the appointment of Tatsuo Mitsuhata as Senior Corporate Officer And Vice-President of the Americas Business Headquarters. He will also continue to serve as representative Director And Chief Executive of Toyo Tire Holdings of Americas Inc. and President And Chief Executive of Toyo Tire North America OE Sales LLC.

Further personnel changes include Kunihiro Matsumoto becoming Deputy Division General Manager of the Corporate Administration Division, while Nobuo Yoshida will serve as General Manager of the Corporate Strategy Division.

Miho Okamoto and Junji Hirose will assume roles within the Corporate Strategy Division, overseeing ESG-related functions, while Hiroshi Ito will take responsibility for the investor relations department under the Corporate Administration Division.

Kenji Kubo has been appointed General Manager of the Americas Business Development Department.

Additional appointments include Misaki Nagao as General Manager of Quality Assurance Department No.1, while Wataru Matsumoto will assume the role of General Manager of the Commercial Tire Technical Service Department from November 1 2026.

At subsidiary level, Keiko Brockel will become President And Chief Executive of Toyo Tire Holdings of Americas Inc., while Angelo Naval will be appointed President And Chief Executive of Nitto Tire U.S.A. Inc.

Tom Pemberton never set out to build an audience. He set out to document a Tuesday, filming the quiet, unglamorous reality of running a working farm in Lytham St Annes, Lancashire. Years later, that instinct has turned him into one of the most recognised faces in British agriculture, the man behind Tom Pemberton Farm Life.

At the LAMMA Show 2026, that instinct collided with a very different kind of machine: the global manufacturing engine of Maxam Tyre Europe, a division of the Sailun Group. The result is a new partnership under which Pemberton will fit MAXAM agricultural tyres to his own machinery and share, unfiltered, how they perform. Harry Wang, General Manager of Sailun Group Europe, points to Maxam’s credentials – testing by DLG, the German Agricultural Society, and its role as an original equipment partner to CASE IH and New Holland – as the backdrop to the deal. “Now is the time to further develop the brand and spread the word within the farming community. We feel privileged that Tom has agreed to work with the Maxam brand – and we really like his style and share the same passion for farming,” he says.

FROM A PHONE IN A FIELD TO A FOLLOWING

For farming influencer Tom Pemberton, known for his popular Tom Pemberton Farm Life digital channels, none of it was planned. “I never expected any of this when I first started putting videos online. At the beginning, it was literally just me filming bits of day-to-day farm life and showing the reality of it, the good days, the bad days and everything in between. I think people connected with that because it wasn’t polished or overthought, it was just real,” Pemberton says.

That word, real, threads through almost everything he says about his career. He never sat down with a grand plan for what the channel might become; it began with picking up a phone and filming the day’s work, whatever that happened to be. What changed everything, he believes, was honesty. “I’ve never tried to make farming look perfect because the reality is it isn’t. Some days are brilliant, and some days are stressful, exhausting and frustrating, but that’s real life in agriculture, and people appreciate honesty,” he says.

What has surprised him most is not the loyalty of the farming audience but the appetite from everyone else – a public curiosity about where food comes from that goes far beyond agricultural circles. Social media, he believes, has thrown open the doors of a world that used to keep largely to itself. “Farming used to be quite a closed world in many ways, but now people are sharing ideas, machinery, problems and experiences instantly. It’s opened the industry up massively and given people a real insight into modern farming,” Pemberton says.

That openness has reshaped his own life too. He still describes himself, first and foremost, as a farmer, but one who has found himself combining the daily rhythm of the farm with content and with brand partnerships he says he genuinely believes in. Pemberton adds. “I’m passionate about the industry, and if I can help showcase farming in a positive way whilst having a bit of fun along the way, then that’s a pretty good position to be in.”

WHY TYRES MATTER MORE THAN PEOPLE THINK

It is against that backdrop that tyres, of all things, enter the story. To an outsider, a tyre might seem like the least glamorous component on any piece of farm machinery. Pemberton sees it very differently.

“People sometimes underestimate just how important tyres are on a modern farm. They’re one of those things that can make a massive difference to productivity, efficiency and downtime, especially with the size and weight of modern machinery now,” he says.

Reliability, for him, is measured in hours lost during the exact weeks of the year when there are no hours to spare. “When you’re in the middle of summer harvesting, or trying to beat the weather, the last thing you need is machinery standing still because of tyre issues. Downtime costs money and also adds stress and pressure at the busiest times of the year,” Pemberton says.

Over time, the YouTuber has also come to appreciate the quieter ways tyres shape a farm’s performance and its footprint, from traction and fuel consumption through to the condition of the soil itself. “The right tyre setup can genuinely improve how a machine performs in the field and on the road,” Pemberton says, and it is precisely that intersection of performance and technology that drew him toward Maxam in the first place.

HOW THE MAXAM RELATIONSHIP BEGAN

His account of how the relationship began is notably unsentimental about brand marketing and notably specific about people. What attracted him first, Pemberton says, was attitude rather than advertising – a willingness on Maxam’s part to work directly with farmers and to actually listen to the people using the tyres, day in and day out.

“From the first conversations, it felt like they genuinely cared about performance and real-world applications rather than just selling a product,” Pemberton says. Since then, running the tyres has only reinforced that impression, with build quality, traction and comfort standing out under the kind of workload modern machinery now routinely demands. “Farming conditions are tough, and tyres have to cope with a huge mix of road work, heavy loads and field work, so reliability is a massive thing for me,” he says.Above all, though, he returns to a single condition for any partnership: authenticity. “For me, it’s important that any partnership feels authentic and that I can honestly talk about the products I’m using on the farm, and that’s something that’s worked really well with Maxam. If I’m going to work with a brand and put my name to something, I want to properly understand the people behind it, the quality of the product and what goes into developing it,” Pemberton says.

He is candid about why that matters so much in farming specifically: farmers are practical people who can spot inauthenticity almost immediately, which means trust has to be earned through real experience rather than through marketing language.

THE FARM VISIT THAT SEALED IT

The turning point came when the Maxam team travelled to his farm in person, a moment Pemberton returns to with evident warmth.

“The real ice breaker for me was when the guys from Maxam came over to the farm to talk things through, see the place and meet me and my family. I genuinely felt like they would have happily gone straight to work on the farm that day. That made a real impression on me and showed they genuinely cared about the partnership,” Pemberton says. Learning more about the manufacturing and testing behind the tyres only deepened that confidence, revealing an engineering effort behind agricultural tyres he suspects most people never stop to consider.

Ask him about the specific technology that has impressed him most, and Pemberton points to a campaign Maxam has been running in UK under the banner ‘More Pull. Less Fuel’, which draws on the brand’s DLG test results. It is a bold promise, he acknowledges, tackling two problems that sit at the top of almost every farmer’s list simultaneously: productivity and fuel costs. “I was curious if they could really make that stretch of increasing productivity and saving fuel at the same time, a pain point for all farmers,” Pemberton says.

FIRST IMPRESSIONS FROM THE FIELD

As for how the tyres are performing on his own machinery, Pemberton is careful not to overstate an early verdict. “To be honest, we have just started, so it’s a bit early to give some in-depth analysis. But my gut feeling from the first weeks out on the fields is very good. No traction issues even in the muddy and ultra-wet areas,” Pemberton says, adding with the kind of dry humour familiar to anyone who follows his channel that the tyres look rather good on his Maxxum too.

SOIL, SUSTAINABILITY AND THE WEIGHT OF MODERN MACHINERY

Beneath the light-hearted asides sits a more serious concern that has come to define much of modern farming: what machinery does to the ground beneath it. Soil compaction and sustainability, Pemberton says, are now unavoidable topics in agriculture, and rightly so.

“The right tyres and pressures can make a huge difference when it comes to reducing compaction, improving flotation and protecting soil structure, especially with modern machinery becoming bigger and heavier every year. Healthy soil is everything in farming and once you damage it, it can take a long time to recover,” Pemberton says. It is a subject he has grown more attentive to over the years, one that now sits alongside traction and durability rather than behind them.

None of this, in Pemberton’s mind, can be judged from a spec sheet. “You can read specs and brochures all day long, but until a product is out working in proper conditions, carrying weight, travelling on the road and dealing with different weather and soil types, you don’t really know how it’s going to perform,” he says.

Farmers, Pemberton adds, listen to other farmers above almost anyone else, which is exactly why he tries to share honest, unvarnished feedback rather than polished endorsement. For Pemberton personally, the metrics that matter most over time are simple: reliability, durability and consistent performance. “Farming is hard enough without equipment letting you down,” he says.

STAYING TRUSTWORTHY WHILE WORKING WITH BRANDS

It is this instinct for honesty that also explains how Pemberton has managed to work with commercial partners without losing the trust of an audience built on authenticity in the first place. The answer, he suggests, is refreshingly uncomplicated: only work with brands you actually believe in. “My audience would spot straight away if I was promoting something just for the sake of it, and that’s never been what my content is about,” Pemberton says. Whatever machinery or products appear on his channel are there because he is genuinely using them and genuinely curious about how they perform, a distinction that matters enormously to viewers who have followed his farm through years of unscripted reality.

That trust, he says, has been reinforced rather than tested by how closely Maxam and Sailun have worked with him. It began, again, with that farm visit, and it has continued since. “They really listen. Like I said earlier, they came out to the farm, spent time with me and the team here, and didn’t just leave after a quick look around. For me, that says a lot. I already feel like I know the people behind the brand personally rather than it feeling like just another partnership. That’s the true ‘in real life’ view that makes all the difference. You don’t always get that. That’s the sort of thing that builds trust and makes partnerships feel genuine rather than just business,” Pemberton explains.

WHAT SUCCESS LOOKS LIKE FROM HERE

So what does success look like from here, for a partnership that is only just getting started? Pemberton’s answer is less about targets and more about continuity – the relationship staying genuine and mutually beneficial as it grows, with him continuing to show his audience how the tyres perform in real working conditions and giving honest feedback drawn from daily farming life, because that, he believes, is what people relate to most. He also wants to keep expanding the content itself, offering his audience more behind-the-scenes insight into modern farming, machinery and the challenges the industry faces.

From the partnership’s side, he sees success in terms of relationships that deepen over time rather than a single campaign that fades. Farming, he points out, is changing constantly, and social media is only becoming a bigger part of how the industry communicates. There is one particular ambition on his list that captures the curiosity running through the whole partnership: a visit to see Maxam’s factories in person, to understand, as he puts it, how they do their magic.

It is a fitting note to end on. For Pemberton, this was never going to be a partnership built on a logo stitched onto a jacket or a scripted line delivered to camera. It is built on the same principle that built his channel in the first place: show the real thing, and let people decide for themselves. For a company the size of Sailun, betting its Maxam brand’s UK farming credibility on that principle is a considerable act of trust. For Pemberton, it is simply how he has always worked.

In a significant move to revive its iconic legacy in India, Dunlop Tyres is accelerating expansion plans with a sharp focus on in-house manufacturing capacity for commercial vehicle tyres and strategic collaborations in the consumer segment.

Executive Director Sakchi Ruia outlines an ambitious roadmap that leverages the brand’s pioneering heritage, embraces electrification and targets value-driven growth across key segments amid a rapidly evolving Indian tyre market.

In the competitive landscape of the Indian tyre industry, few names carry the historical weight of Dunlop. As the pioneer of the pneumatic tyre globally and a foundational player in India since 1896, the brand is poised for a significant revival.

In an exclusive interaction with Tyre Trends, Sakchi Ruia, Executive Director of Dunlop Tyres, shared her vision for breathing new life into the iconic marque, focusing on capacity expansion, segment-specific growth and adaptation to emerging technologies such as electrification.

Ruia, an MBA from Columbia Business School who brings experience from McKinsey & Company, has been instrumental in steering Dunlop’s operations since joining in 2023. Her leadership emphasises leveraging the brand’s storied heritage while addressing modern market dynamics.

“Dunlop as we all know is the first tyre brand in the world, first pneumatic tyre brand and it has been very monumental in India as well. We have very big plans for the brand and are looking to really revive the brand here. We are exploring both greenfield and brownfield opportunities,” she reveals.

The company has already made inroads in the truck and bus radial (TBR) segment, with broader ambitions spanning multiple vehicle categories. This strategic revival comes at a time when India’s automotive sector is experiencing robust growth across consumer and commercial segments, driven by rising vehicle ownership and evolving consumer preferences.

NAVIGATING A COMPETITIVE LANDSCAPE

India’s tyre market is one of the most fiercely contested globally, with legacy domestic players, international entrants and new challengers vying for share.

When asked about competition, Ruia embraces it as a catalyst for progress. “I think competition is good, right? I think it takes the industry forward with the competition,” she notes.

“I think we see a lot of stakeholder development, ecosystem development. Like we see a lot of machine makers are now coming to India to manufacture. And that’s because of the whole pool of all the players combined,” she explains.

Dunlop, she emphasises, on the other hand, is no newcomer. “Dunlop is not a new player in the industry. It’s a legacy player, it’s seen the wave, it’s been there.” She highlights the ample room for growth in a market where demand has not yet outstripped supply.

“I think there’s a lot of space for a lot of players right now. It’s not a space where demand is far exceeding supply still. So I think there’s a lot of space for people to really make their mark,” she avers.

Ruia pointed to supportive policies favouring locally manufactured tyres as an opportunity for Indian players, including Dunlop, to flourish. The ecosystem, she believes, benefits the entire industry and enables established brands with heritage to differentiate themselves through quality and reliability.

ADDRESSING COST-CONSCIOUSNESS AND VALUE IN COMMERCIAL TYRES

On the other hand, coming to the commercial vehicle segment, which continues to remain highly cost-sensitive, Ruia argues that true value lies beyond upfront pricing.

Discussing the competitive nature of business and the acquisition cost for commercial vehicle customers, she observes, “I think what feeds drivers value in the commercial segment is cost per kilometre. So that really gives advantage to the value players. It’s about providing value-for-money; whoever’s manufacturing quality tyres really gets value.”

She notes that Indian customers in this segment are discerning. “India is a very quality-conscious market in that regard. Because they look at cost per kilometre, not just cost per tyre. They want tyres which run longer kilometres, give better mileage. I think there’s a lot of scope and space and the market itself filters out the players,” says Ruia.

On the concept of tyre-as-a-service or cost-per-kilometre models gaining traction among competitors, Ruia expresses keen interest.

“Cost per kilometre for sure, we work heavily in the commercial segment with the TBR. We really do see that the end-consumers are very supportive for this metric. And they really value the lifelong value of the tyre that they get, not just upfront cost. Tyre-as-a-service is very interesting; we haven’t explored it yet. But that’s something which I was also very interested to hear about today,” she says.

CAPACITY EXPANSION AND SEGMENT PRIORITIES

A cornerstone of Dunlop’s future strategy is establishing in-house manufacturing capacity, particularly for the commercial segment. Ruia confirms that plans are advancing, though details remain under wraps for now.

“I think once the announcement is there, everyone will know about it. It’s initial stages right now. We’re in discussions about really formalising and crystallising the plans,” she explains.

Furthermore, the company is already evaluating both greenfield and brownfield options, with timelines tied to ongoing discussions. In the interim, Dunlop maintains presence in two- and three-wheeler tyres through partners (Ludhiana-based Ralson India), a segment close to the brand’s heritage where it once held significant market share. “Two- and three-wheeler remains very close to Dunlop’s heart. We’ve always done well in this segment,” Ruia affirms.

Passenger car radial tyres (PCR) are on the longer-term horizon. “PCR tyres again is something which is in the pipeline, not in the foreseeable future. But eventually, yes, we’d want to get into that segment as well. It is growing. So, you know, let’s see how the plans evolve. Right now, our focus is the commercial segment,” the Dunlop executive says.

Ruia explains that collaboration opportunities in the consumer segment will complement in-house commercial production.

Outlining her top three priorities for the next 3–5 years, Ruia says, “I think the top thing that we’re looking for is to definitely have in-house capacity for commercial vehicle tyres. That’s one thing which is top of mind for us. We are also looking to explore good collaboration opportunities in the consumer segment. Because we’re going to be doing in-house manufacturing for the commercial segment. That’s going to be number two. And number three, I think we really, really want to focus on the new-age solutions.”

EMBRACING ELECTRIFICATION AND NEW-AGE TECHNOLOGIES

Electrification represents both a challenge and a major opportunity for the global automotive and allied industry. With trucks and buses increasingly shifting to electric powertrains, tyre requirements are evolving rapidly.

“I think, electrification is a very interesting and exciting opportunity for everyone across the board, consumer and commercial,” Ruia says.

“There are some unique requirements for tyres, such as lower rolling resistance, ability to handle higher instantaneous torque, reinformed sidewalls and lower noise due to the silent nature of EVs. Electric vehicles are going to be much heavier, less noisy and have high torque requirements. So tyres will also need to take shape accordingly,” Ruia says.

Key adaptations will include better sidewalls, enhanced load resistance and reduced noise levels. “I think the industry as a whole will develop tyres to meet those requirements. I don’t think it’s going to be an option for anyone (to not develop EV tyres). But we’ll all evolve to meet those requirements,” she says.

Ruia stressed that the tyre industry will align with government focus on EVs. “I think the government is also focusing a lot on EVs. And I think the tyre industry will flow with that demand,” she adds.

She mentions that new-age product development, particularly for EVs, forms a critical part of Dunlop’s forward-looking strategy.

As Dunlop moves to formalise its expansion plans, the focus remains on quality, heritage and innovation. Ruia’s pragmatic yet optimistic outlook underscores a brand ready to reclaim its position by combining legacy strengths with forward-thinking investments in capacity, partnerships and technology.

For the tyre industry, Dunlop’s revival signals not just renewed competition but also fresh momentum in expanding choices for consumers in India. With in-house manufacturing on the horizon and a clear emphasis on value-driven performance and electrification, the company is positioning itself for sustainable, long-term growth in one of the world’s most dynamic markets.

The Tire Society will hold its 45th Annual Conference and Business Meeting on Tire Science and Technology on 22–23 September at the University of Akron, as the industry turns its attention to digitalisation and data-led development.

The not-for-profit organisation said the event, themed “Reinventing the Tire: Digital Transformation, Data-Driven Advances, and Predictive Methods”, will bring together engineers, researchers and executives from manufacturers, suppliers, laboratories and universities across North America, Europe and Asia.

The two-day programme will feature presentations from invited speakers and researchers on developments in analytical, experimental, digital and computational science of tyres.

Young Gon Shin, Vice-President of Hyundai Motor Company’s MSV Chassis Engineering Design Group and chair of its Tire System Expert Committee, will deliver the opening keynote. His address, “Reinventing Tire Development for the SDV Era: Closing the Loop through Connected Data and Digital Twin Transformation,” will examine the impact of electrification and software-defined vehicles on tyre development.

Across five technical sessions, nearly 20 presentations will cover topics including tyre models for vehicle simulation, physics-based modelling, durability and rolling resistance, lifecycle analysis, and emerging technologies such as tyre sensors and hydroplaning detection.

The programme will also include two plenary lectures. Thomas J.R. Hughes of the University of Texas at Austin will present “The Finite Element Method and Isogeometric Analysis: Past, Present, Future”, while Bruno Finco and Girish Radhakrishnan of MOVEdot will discuss “AI Agents in Tire R&D: Accelerating Design Cycles Across Lab, Track, and Simulation.”

The first day will conclude with an awards banquet featuring the Society’s annual awards presentation led by Jason Bokar of Michelin Americas R&D Corporation, and a speech from Chris Chapman of MongoDB titled “The Data Intelligence Layer: Building Agentic Systems with Memory.”

Day two will include the Society’s annual business meeting and state of the organisation address, alongside distinguished award presentations.

“This year's program captures a real inflection point in our industry — tire engineering is moving from a testing-centered process to one built around connected data, digital twins, and predictive models,” said Adam Stackpole, 2026 conference programme chair. “We're excited to bring the tire science community together in Akron to share this work and set the agenda for what comes next.”

Registration details and the full programme are available via the organisation’s website.