The automotive industry is changing faster than ever before: car manufacturers are setting ambitious sustainability goals and turning to partners who can keep pace with technological and environmental expectations. Hankook is playing a pioneering role in this, as it already represents the mobility solutions of the future.
Sustainability is at the heart of the company’s strategy: renewable and recycled raw materials, energy-efficient manufacturing, and AI-supported development processes ensure that the entire lifecycle of the tires meets modern environmental and industry requirements.
At Hankook, one of the keys to sustainable tire manufacturing is the conscious selection of materials. As Massimo Cialone, Chief Engineer of Materials and Compound Technology at Hankook’s European R&D Center, puts it:
“The use of bio-based and recycled components, particularly those with ISCC PLUS certification, opens up new possibilities that allow us to significantly and visibly reduce the ecological footprint of our tires.”
Bio-based and recycled components can now be incorporated into tires without compromising performance or safety. Hankook’s goal is to use only sustainable raw materials by 2050, – to this end, it is continuously developing low-rolling-resistance compounds and applying AI-supported development processes, with a particular focus on significantly accelerating the development of original equipment (OE) tires.
However, an industry-wide transition remains a major challenge. The biggest challenge lies in the large-scale application of sustainable materials and processes, while also meeting strict requirements for performance, safety, and durability. Hankook achieves this delicate balance through strategic R&D investments and developments tailored to the specific needs of automakers. The best practical example of this is the iON tire family, designed specifically for electric vehicles: these tires have been engineered to confidently handle the significant torque of electric motors while offering low rolling resistance and minimal noise levels.
A bioalapú és újrahasznosított összetevők ma már a teljesítmény vagy a biztonság csökkenése nélkül építhetők be az abroncsokba. A Hankook célja, hogy 2050-re kizárólag fenntartható nyersanyagokat használjon, – ehhez folyamatosan fejleszti az alacsony gördülési ellenállású keverékeket, valamint AI-támogatott fejlesztési folyamatokat alkalmaz, kiemelt hangsúlyt fektetve arra, hogy jelentősen felgyorsítsa az első gyári felszerelésű (OE) abroncsok fejlesztését.
“By continuously improving renewable and recycled materials, as well as innovative technologies, we can actively contribute to shaping mobility while meeting the highest standards of performance and reliability,” said Massimo.
Implementing a circular economy requires cross-sector collaboration and appropriate infrastructure. These elements lay the foundation for closing material loops, increasing recycling rates, and expanding the use of renewable raw materials.
Hankook’s “Tire-to-Tire Circular Economy Model” project enables materials extracted from used tires — such as pyrolysis oil — to be reused in fully functional products. This process reduces the use of natural resources and lowers CO₂ emissions over the entire lifecycle of tires.
According to Massimo Cialone, continuous innovation and partnerships ensure that Hankook remains a key player in the future of mobility, successfully combining environmental consciousness with premium quality.
Róbert Kaliba, Hankook’s Hungarian sales manager for the commercial vehicle tire division, is currently focusing primarily on the strategic investment that will enable Hankook to launch domestic truck tire production in 2026. We asked him about the technical and strategic considerations behind the investment and how the company is preparing for this new era of tire manufacturing.
How did you get involved in the rubber industry?
Róbert Kaliba: I had absolutely no technical aptitude—in fact, my career path started off in a completely different direction. I wanted to be a diplomat, which was a very promising career path at the time. I was born in Szabolcs, graduated from Nyíregyháza College with a degree in international relations, and then, as a sort of continuation of that, from the University of Economics. As part of an internship program there, I had the opportunity to work at the European Parliament. Actually, for a long time I thought I would work in public administration. That determination lasted until I moved to Budapest, where I encountered a wealth of opportunities. My world opened up, I started exploring other avenues, and after a while I realized that public administration might not be the right path for me. That’s how I ended up in the retail industry, to the point where I started looking for a job in that field. I sent my application to several companies operating in completely different retail sectors, including a tire manufacturing company, where I was hired. I worked there from 2008 to 2013, and then I joined Hankook, where it first came up during that time that the company would bring truck tire manufacturing to Hungary in addition to passenger car tires.
In the years since we began operations, passenger tire production has grown in several phases; today we are producing approximately 17 million tires, which is a massive volume. The production of passenger and light truck tires is of paramount importance; this is where we supply our European automotive manufacturing partners. Since Hankook’s plant in Rácalmás is its only European factory, it made sense to relocate truck tire production here as well.
What was the strategic rationale behind this?
Over the past 10 to 15 years, the brand has undergone tremendous growth. In Hungary, in the very beginning, a tire distribution company sold our products, and it was through them that we entered the local market.
Later, when the company established its Hungarian representative office, the truck tires already present on the market essentially “dominated” this segment, holding the largest market share because every major company purchased these products. Our first and greatest achievement was when Hankook managed to break into this market, which had been dominated by a single brand for decades, to the extent that our sales now outpace both of those brands among the largest companies. In fact, that’s how we set out on the path to success. And by 2026, we — and not just us, but our competitors as well — will be able to say that Hankook products now belong to the premium category due to their technical specifications and performance; for example, the MÁV Group — including Volán — has been choosing us for its vehicles for the second year in a row.
Getting back to the question: what is the key to Hankook’s success?
This is an extremely crowded market where competition has always been fierce — and still is today. Alongside the classic major brands, emerging tire manufacturers have entered the scene, and of course, Chinese and other brands are also looking to gain a foothold. We spend enormous sums on research and development, thanks to which we can now say that 80 percent of our current products have been developed over the past two to three years. Another extremely important pillar of our success is strengthening brand awareness, which is a very long process. The primary tool for this is the original equipment (OE) market. Today, more than 50 automakers equip over 100 of their models with our tires as original equipment. These partnerships are never just about a simple transaction; they also involve joint development, as vehicle manufacturers have very strict technical requirements for each product. The other tool is sports communication, specifically soccer at the international and domestic levels, as well as motorsports. We need to make ourselves visible to the widest possible audience, since ultimately we want to introduce ourselves not to dealers, but to end-users.
Why, after all, did Hankook decide to start manufacturing truck tires in addition to passenger car tires?
I need to start the answer by taking a step back. As I mentioned earlier, competition is fierce. Experience shows that even the largest manufacturers can only respond slowly to market demands, and on top of that, the market is flooded with cheap tires. Hankook’s primary goal with this investment is to ensure predictability and flexibility through domestic production. Thanks to this, we will be able to respond quickly to emerging demands. Previously, it took two to three months for the product to arrive from South Korea or China. And that was the ideal scenario; but if a container ship happened to be involved in an accident, that timeframe could be significantly extended. No matter how much foresight we have or how many orders we place in advance, no matter how large our domestic inventory is, we can’t prepare for everything. And shortages can cause very serious supply problems, not to mention that the company could easily lose a bid because of them. Furthermore, this was also the obstacle preventing us from growing in the original equipment market. According to our plans, truck tire production will begin this year, which will be a huge opportunity to meet the aforementioned challenges, and of course, this is also the key to being able to sell larger volumes in Europe.
By the way, based on the numbers, where does Hankook rank in the international and domestic markets?
There is no standardized statistical system in the tire market. Everyone relies on their own measurements, but even without citing specific figures, it’s clear that we hold a significant market share both internationally and domestically.
It is understood that artificial intelligence will also be implemented at this manufacturing facility.
The truck and bus tire plant in Rácalmás will be Hankook’s most modern facility, where we will implement the most advanced Industry 4.0 solutions. Here, our vision — which seemed unattainable just a few years ago — is now a reality. Artificial intelligence (AI)-driven algorithms help design tread patterns for maximum performance and minimal wear, while the vulcanizing molds that determine the tire’s final tread pattern are produced using the most precise 3D metal printing technology. Today, artificial intelligence enables tread solutions that were previously unimaginable. It has allowed us to create a multi-layered tread. The new pattern that appears beneath the worn-away layer retains the rubber’s original wet grip and braking properties.
A common saying in the industry is that tire manufacturing is a constant compromise, since it cannot meet every expectation. To what extent can artificial intelligence be a solution to this problem?
Artificial intelligence can be a solution to many things, but this dilemma will always remain, since it is indeed impossible to meet all criteria at once. Of course, there is an optimal alternative, but if someone wants to focus on a specific area, such as rolling resistance, because they need “quiet tires,” then they must choose a tire with a shallower tread depth, which will have a shorter lifespan. That is precisely why all premium manufacturers currently tend to offer three product lines, giving users a choice.
If we try to look a little into the future: where do you think the developments driven by artificial intelligence will ultimately lead?
I don’t think it’s possible to predict that, but what is certain is that with the advent of electric vehicles, tire developments for them are already here. Hankook was one of the first market players to introduce such products for electric cars, not only for passenger cars but also for buses.
What are the specific requirements for these tires?
Obviously, low noise and weight are the first things that come to mind, but what fewer people realize is that the torque of electric vehicles can be enormous in certain models. So these tires have to withstand greater forces, both during acceleration and braking.
You’ve been part of the tire industry for eighteen years, thirteen of which have been at Hankook. How do you feel about that?
I’d break my answer down into two parts: on the one hand, I’m part of a massive undertaking, since we’re talking about a 540-million-euro expansion that will result in the construction of a completely new, state-of-the-art manufacturing facility capable of producing up to 800,000 tires. This isn’t just about a new production line, but a strategic base that will serve the mobility needs of the future. Just looking at this alone, I feel that I’m experiencing one of the highlights of my professional career in my day-to-day work.
On the other hand: I still don’t consider myself a more technical person than I was before. However, I joined the company when it wasn’t yet considered truly large; at that time, Hankook was the one poaching talented professionals from other companies. Today, we see the market trying to lure our employees away. There have been huge changes in every area, and I’ve lived through this period alongside the brand. Perhaps that’s why it’s no exaggeration to say that, in a way, I consider this business my own child. We’ve achieved tremendous results, but the journey is far from over, so there’s no doubt in my mind that I still see my future here.
Source: MHC, András Barna