In an era where sustainability and circular economies are becoming paramount, the tyre industry excels in some areas due to its collaborative nature. Across the world, companies are joining forces to promote and defend retreading and responsible tyre disposal, reshaping the industry while offering valuable lessons in unity, innovation, and resilience.
A Shared Vision For Retreading
The journey towards collective representation in the tyre industry has diverse beginnings but converges on a shared vision of sustainability and quality. Industry leaders in Germany, Chile, Argentina, and the United States recognised the pressing need to address challenges unique to their regions yet common in their impact.
In Germany, the AZuR Network was established four years ago to tackle the improper handling of end-of-life tyres. “The idea came from certified collectors,” explains Anna-Maria Guth, Network Coordinator at AZuR. Germany’s free-market system’s lack of manufacturer responsibility led to unregulated collectors mishandling tyres. Motivated by a collective desire to improve environmental impact, AZuR sought to increase collaboration across the sector, ensuring every retreadable tyre is retreaded.
Meanwhile, in South America, both Chile and Argentina faced challenges. The formation of ARNEC in Chile was driven by the need to unify companies in a highly competitive open market. Daniel Rojas, who is both the General Manager for Chile’s ARNEC, and Coordinator and Spokesperson for Latin America’s ALARNEU, emphasises the importance of collaboration despite competition. “We needed to embrace the circular economy and foster partnerships,” he says. Similarly, in the 1980s, Argentina presented significant rivalry between retreading businesses and new tyre manufacturers. This spurred the creation of the Argentine Tyre Retreading Association (ARAN). “It was imperative to demonstrate the quality of retreading work,” recalls Diego Pastor, ARAN’s General Manager. The United States, which has a much stronger history of collective action of both workers and industry sectors, saw the establishment of the Tire Retread & Repair Information Bureau (TRIB) in 1974. David Stevens, Managing Director of TRIB, notes that the organisation was formed to support and protect the retreading industry through education and advocacy. Despite differing origins, all these associations were born from a common realisation: the sector could achieve more by working together than operating in isolation. This collective action isn’t unique to these locations or organisations; similar organisations exist in other nations and continents with varying degrees of success. However, there’s still a lot that could be learnt from the experience of those who have been on the frontline of setting up and leading collective action in the retreading sector.
Building Foundations Amidst Challenges
Each organisation we spoke to faced unique hurdles in their initial steps towards fostering collaboration, yet they all found innovative ways to overcome them.
For AZuR, securing government funding was crucial due to the limited budgets of mid-sized companies. Guth credits her mother’s extensive industry experience with bringing companies together under a network that ensures an equal voice for all members. “Everyone pays the same amount, ensuring no single company can buy influence,” she explains. As outside observers of AZuR over the years, this has proven to be a particularly pertinent decision and has led to a non-hierarchical approach that has driven success due to the singular focus that every partner buys into.
In Chile, Rojas navigated the complexities of trust and neutrality to expand ARNEC from six to 18 members quickly. Again, he extols the benefits of focusing on shared goals like sustainability and the circular economy and uniting diverse companies. “We went to all parties with the same message,” Rojas says, highlighting the importance of having a singular driving force to try and overcome some of the deep-seated rivalries that are natural in a competitive industry. Overcoming this hurdle is the first step any collective interaction in the industry needs to achieve. Companies not only need to understand the message, but they also need to know they’re going to get equal representation within the organisation and by doing so, their collaboration is going to lead to benefits for all. Where one SME may not be able to effect change, say, in government legislation, 18 working together have a better chance. ARNEC’s work is living proof of this approach, and if you’re in a country without practical or no representation, their approach should be a blueprint for change for the better.
ARAN’s formation in Argentina mirrored several of these issues and involved persistent efforts to gather interest despite limited resources and varying commitment levels. Pastor reflects on the initial challenges: “The first steps involved simple calls for proposals and being persistent about the need to form an entity that brings together common interests.” Establishing a formal structure with clear regulations helped ARAN navigate these early obstacles. It’s interesting to note that now in South America, individual country’s representatives work together collectively across the continent as the Latin American Association of the Tyre Retreading Segment (ALARNEU), an even more complicated task due to the difference in national legislations and market variance. However, this, too, should be studied by groups of countries already in shared markets and could potentially drive the retreading industry to greater heights in their whole region by collective action that represents not just nations but blocks of nations with a similar outlook and goals.
In the United States, TRIB was founded on the principle of equal representation, ensuring that every company, regardless of size, had an equal say. Stevens emphasises the collaborative spirit that defined the organisation from the outset. “One company membership gets one vote,” he notes, underscoring the importance of fairness in fostering cooperation. TRIB’s activities for its members are some of the most mature in the world.
United by Common Goals
Despite their different contexts, these organisations share vital objectives that drive their collective efforts. Advancing the circular economy stands at the forefront of their missions.
AZuR Network in Germany strives to ensure every retreadable tyre is retreaded, embodying a clear vision for sustainability. Guth asserts, “Our goal is to make retreading the standard practice.” In Chile, ARNEC collaborates closely with the government to implement the Extended Producer Responsibility (EPR) law. Rojas explains that providing data and emphasising sustainability was critical in aligning industry practices with environmental stewardship. ARAN in Argentina operates under strict quality standards, aiming to elevate the industry’s reputation and ensure safety. Pastor emphasises that all actions are based on their mission to “hierarchise the tyre retreading activity,” highlighting the commitment to excellence and reliability.
Promotion and defence of retreading are central to TRIB’s mission in the United States. Stevens notes that educating small and medium fleets about the benefits of retreading is a priority. TRIB upholds the industry’s integrity by providing resources to counter misconceptions and fostering wider acceptance of retreaded tyres.
Balancing diverse interests within these organisations requires clear communication and structured approaches. ARAN addresses this challenge by appointing a manager who is not involved in tyre retreading to avoid conflicts of interest. Pastor explains, “We handle different interests through clear structures and open communication,” ensuring that all voices are heard and consensus is built. AZuR and ARNEC both take a similar stance, and it was interesting to hear that both started life as communication organisations. This separation has clearly benefited the organisations we spoke with and may indicate a key to their early success.
Collective Strength Leads to Impact
The tangible benefits of collective representation are evident across all these organisations, demonstrating how unity leads to significant achievements.
AZuR’s collaborative efforts resulted in a comprehensive study on retreading with the Fraunhofer Institute. Guth credits the success to small companies working together. “Such initiatives advance the industry and foster innovation,” she remarks. This collective approach enhances industry practices and promotes shared learning and development.
In Chile, ARNEC’s persistent engagement with the government established them as a recognised authority, influencing public policy. Rojas highlights their role in prioritising the tyre EPR law, showcasing how a unified voice can shape national agendas. “We have become known to the government as an authority on the topic,” he says, reflecting the power of collaboration in effecting change.
ARAN’s collective representation in Argentina strengthens its ability to address issues with public bodies and the community. Pastor explains that presenting unified proposals and solutions effectively communicates the industry’s needs and contributions. “It allows us to represent the interests of a solid group rather than scattered individuals,” he emphasises.
TRIB’s efforts in the United States have successfully prevented harmful legislation against retreading and reduced misconceptions about the industry. Stevens notes that their educational initiatives have shifted perceptions, decreasing the need for defensive actions and allowing for a focus on promotion and growth. “We’ve been successful at stopping negative retread legislation,” he highlights, underscoring the impact of their work, which means they have more time to work on developing the industry from a positive perspective. It’s tough being on the back foot; collective action has proven to be one way to change the defensive nature of the industry we see often to something more positive. This switch has proven critical as it allows the industry to be involved in broader conversations, especially around sustainability. A positive message of change and advancement is what the retreading industry should be advancing.
Engaging Beyond the Industry
Effective engagement with external stakeholders is a common thread in these organisations’ success stories. By reaching out to governments, regulators, and other industry players, they have amplified their influence and fostered positive relationships.
AZuR Network established a roundtable under the Environmental Ministry in North Rhine-Westphalia, advocating for industry interests without undue influence. Guth mentions that their independent stance allows for effective advocacy, demonstrating how strategic engagement can lead to meaningful dialogue with policymakers.
ARNEC works with various government ministries in Chile, providing extensive data and inviting international experts to share global perspectives. Rojas underscores the importance of collaboration and knowledge exchange in improving their dialogue with government bodies. “We tried to enhance our communication with each of them,” he says, highlighting the benefits of openness and cooperation. In Argentina, ARAN emphasises environmental care and road safety in its engagements with authorities. Pastor states that aligning their objectives with national priorities has fostered productive relationships with regulators and policymakers. “Our approach does not deviate from these premises,” he affirms, showcasing the alignment between industry goals and societal interests. Across Latin America, ALARNEU is now pulling all these threads together to engage as a continent with relevant external stakeholders, meaning they combine additional resources and power to take the conversation to an even higher level.
In the US, a more mature market with a history of collective action that dates back to the country’s founding, TRIB collaborates with other similar organisations like the Tire Industry Association (TIA) on lobbying efforts in the United States, amplifying their influence on industry-wide issues. Stevens explains that building grassroots efforts through partnerships is essential in effecting change. “We work together to make a difference,” he remarks, illustrating the strength of collective action.
Navigating Challenges and Embracing Lessons
While each organisation has achieved significant successes, collectively, they have also faced challenges that offer valuable lessons for others who may already have local associations or are thinking of setting one up and want to mirror some of their success and avoid some of the pitfalls.
AZuR Network grapples with a need for more awareness about retreading and the challenge of preventing irresponsible export of end-of-life tyres. Guth emphasises the need for ongoing education and advocacy to address these issues. “There’s a lack of awareness about retreading,” she admits, highlighting the importance of persistent efforts to inform and engage the public. Similarly, TRIB highlights the constant threats from low-cost, low-quality tyres and industry consolidation in the United States. Stevens points out that adapting to market dynamics and focusing on quality and education are crucial in maintaining industry standards. “It’s a constant threat that we face,” he acknowledges, emphasising the need for vigilance and proactive strategies.
ARNEC contends with the absence of data and the need for patience in policy implementation in Chile. Rojas explains that while retreaders expect quick results, public policy takes time. “Persistence and strategic communication have been key to our progress,” he notes, demonstrating the value of resilience and compelling messaging. ARAN shares this issue, highlighting one of the biggest obstacles in Argentina, which is the disparity between government timelines and industry needs. Pastor reflects on the necessity of consensus and unity to navigate bureaucratic challenges. “It’s essential to work together to join forces,” he states, illustrating how collaboration can overcome systemic hurdles.
Essentially, it’s never a quick fix, changing minds and legislation takes time, effort and persistence. Something we’ve seen over the years from all those interviewed. A singular purpose often has the benefit of being a more significant focus than issues faced by members on a day-to-day basis. Having that ‘North Star’ for everyone to get behind has meant that organisations can focus time and energy on the critical elements needed to successfully implement change while avoiding the pitfall of just becoming a sounding board for their member’s issues. Guth summed it up best by highlighting a ‘pure focus’ on AZuR’s actions, which have overcome many challenges.
Looking Ahead with Optimism
Despite the global challenges retreaders face, these organisations remain committed to collective action and are optimistic about the future.
AZuR plans to expand its influence while maintaining core principles and is open to international collaboration. Guth signals readiness to share insights and learn from global counterparts. “We are open to working with others,” she says, highlighting the potential for broader impact through cooperation.
ARNEC continues to improve Chile’s retreadability index and enhance government collaboration. Rojas recognises the importance of unity across the supply chain, stating, “We need to be partners with tyre companies,” underscoring the interconnectedness of industry players. ARAN believes that collective work is imperative for navigating future challenges in Argentina. Pastor emphasizes that they are colleagues, not competitors, committed to weathering economic storms through unity and shared vision. “The only way to face challenges is by joining forces,” he adds, reflecting a steadfast commitment to collaboration.
TRIB anticipates environmental challenges, such as regulations on tyre degradation particles and chemical usage in the United States. Stevens notes that they will adapt to industry changes and collaborate to address future issues. “Our focus remains on promoting and defending retreading,” he states, embracing innovation and sustainability.
The Power of Unity in Transformation
The experiences of AZuR Network, ARNEC, ALARNEU, ARAN, and TRIB illuminate the transformative power of collective representation in the tyre industry. By uniting companies under shared visions and fostering inclusive approaches, these organisations have overcome challenges and driven significant progress toward sustainability and the circular economy.
Their journeys underscore the importance of trust, structured collaboration, and persistent advocacy. They demonstrate that when companies move beyond competition to cooperation, they can achieve goals that benefit their industry and society as a whole.
As the global tyre industry evolves, these collaboration models offer valuable insights. They highlight that challenges can be met with collective effort, innovation, and a steadfast commitment to shared values, no matter how daunting. With unity and a clear vision, the retreading industry is poised to drive forward into a sustainable and prosperous future, setting an example for other sectors to follow.
