It was only many years later that we learnt about the atrocities and the inhuman ways the natives of the Amazon Valley were subjected to by the white barons to develop exporting of natural rubber to Europe to provide the main raw material for the automotive tyre industry which was gradually evolving in to a flourishing industry. The inventing of synthetic rubber in the late 1940s and the development of SBR  due to the short supply of natural rubber from the colonies  in the East to cater for the growing demand for tyres used in the military vehicles during the Second World War and the Korean War is another episode of beyond the border commercial endeavours.

Although the word ‘globalisation’ was coined by Theodore Levitt in 1983 through an article ‘Globalisation of Markets’ which appeared in the Harvard Business Review  (May-June 1983), I feel that we should go way back in the annals of history to get an understanding of the term. This knowledge may not look attractive to the modern business world. Nevertheless, the sociologists and others of similar disciplines will certainly find such knowledge useful in comprehending the modern day socio-economic woes.

Origins of globalisation may possibly be traced back to early human migrations, presumably from the Olduvai George Gorge, a site in Tanzania that holds the earliest evidence of human ancestors. Human migration is the movement of people from one place to another, particularly different countries, with the intent of settling temporarily or permanently in the new location. It typically involves movement over long distances. The driving motive, namely seeking dominance over fellow men and exploiting the natural environment to achieve success, does not seem to have changed over the millions of years.

The emergence of the great civilisations, e.g. Indus Valley, Mesopotamia, and their subsequent decline can be attributed to globalisation. Similarly, the invasions and cross-border military conquests of historical fame (or notoriety) such as that of Alexander the Great and colonisation by the West for the exploitation of natural wealth in Asia, Africa and South America reveals an ugly facet of globalisation.

The Silk Route interlinking East Asia and Southeast Asia with South Asia, Persia, the Arabian Peninsula, East Africa and Southern Europe, on the other hand, was central to the economic, political, cultural and religious interactions between these regions form 2nd century BCE to the 18th century.

The industrialisation and expansion of business and commerce across countries during the past 300-plus years was fuelled by the four industrial revolutions, or waves as some prefer to identify them, namely steam power, conveyor system, computers and digitalisation. The process is continuing to the unforeseeable future with new knowledge and innovations fuelling the globalisation.

The multifaceted nature of globalisation has commonly been identified into eight types as shown below:

•           Political Globalisation

•           Social Globalisation

•           Economic Globalisation

•           Technological Globalisation

•           Financial Globalisation

•           Cultural Globalisation

•           Economic Globalisation

•           Geographical Globalisation

My intention is not to delve in to a discussion about the pros and cons of globalisation, which has been comprehensively documented, but to highlight on some key aspects from this part of the world, especially of the Asian subcontinent.

Knowledge dissemination across border, in my view, is the single most important factor associated with globalisation. This appears common to all the above types of globalisation. The dissemination of the Buddhist doctrine by the great Emperor Asoka to countries spreading from the far East to the Central Asia and Middle East including the present Sri Lanka during 3rd century BCE is one of the earliest recorded instances of globalisation.

Countries with long histories going back to 3,000 to 4,000-plus years, such as India, China and Sri Lanka, possessed a vast knowledge base ingrained in the social consciousness. This appears to have significantly influenced the philosophical and intellectual thought of the Greek and Persian periods. Unfortunately, a major part of this knowledge has been eroded through the influence of the West, which started around the 16th century. One good example of this knowledge found in the ancient irrigation knowledge of Sri Lanka is the engineering  marvel of a gradient of 1 inch per mile in an ancient canal about 87 km long,  built to connect two man-made reservoirs in the 5th century AD. Similarly, India and Sri Lanka possessed a vast indigenous knowledge base in medicine, astrology, architecture, agriculture, irrigation and astrology, and it is somewhat unfortunate that this knowledge has not been adequately globalised. The only significant inroads are seen in tourism. But that too are based on the western norms.

On the other hand, we have acquired a vast knowledge from the industrialised countries on modern management thoughts and technologies which have enabled industrialisation and improvement in living conditions of the populace. In this era of interdependency, a country cannot afford to ignore the technologies which are necessary to maintain a suitable level of competitiveness internationally. However, if this is accomplished at the expense of ignoring the inherent social and cultural foundations, the long-term adverse consequences would be disastrous and unimaginable.

The adverse long-term consequences of the use of chemical fertilisers and pesticides and the global addiction to pharmaceuticals are already seen physically and socially in practically all the countries, especially the so called underdeveloped or developing countries.

The aftermath of the Covid-19 pandemic and the irreversible effects of global warming are two examples of globalisation which are affecting the mere sustenance  of mankind.

A country can immensely benefit by striving for stars through adopting modern technologies. However, the absolute importance of a strong base cannot be ignored or taken lightly. Back to a strong base and reinforcing the base lies at the core of sustainable development.

The words of Mahatma Gandhi echoing from the past reaffirm this plain truth in no uncertain terms.

“I do not want my house to be walled in on all sides and my windows to be stuffed. I want the cultures of all lands to be blown about my house as freely as possible. But I refuse to be blown off my feet by any.”

“What's past is prologue," a quote from William Shakespeare's ‘The Tempest’ presumes that though history is written, the future is anyone's to decide – with the knowledge gleaned from the past. (TT)

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Pirelli is set to play a central role as the FIM Superbike World Championship concludes the first half of its season this weekend at Donington Park for the UK Round. Marking the final event before the summer break, the Italian tyre manufacturer has equipped competitors with the softest rear compounds from its 2026 standard range. This selection represents a clear advancement in development from the previous year, when riders were limited exclusively to older specification tyres.

For the premier WorldSBK class, the rear tyre allocation is headlined by the SCQ extrasoft compound, intended primarily for qualifying and the Superpole Race. This option, the softest in Pirelli’s portfolio, has already garnered positive feedback from riders during the Emilia-Romagna Round for its exceptional single-lap pace and consistent performance over a sprint distance. Complementing the SCQ are the SCX supersoft and SC0 soft compounds, while front tyre duties are covered by the standard SC1 soft and SC2 medium solutions, with the softer front being the overwhelming preference of last year’s grid, including triple race winner Toprak Razgatlıoğlu.

The notoriously unpredictable British weather remains a critical variable, with cool morning temperatures and frequent rain showers posing significant challenges for teams. Pirelli’s range has historically demonstrated considerable adaptability across fluctuating track and air temperatures, maintaining reliable grip in both cooler and warmer conditions. To address potential precipitation, the allocation is supplemented by DIABLO Wet intermediate and full DIABLO Rain tyres for both front and rear positions, ensuring competitors have viable options regardless of the elements.

In the supporting categories, WorldSSP riders will retain the SCX and SC0 rear compounds alongside the SC1 and SC2 front options. Meanwhile, the WorldWCR field and the emerging talents of the Yamaha R3 World Cup will also be in action, with both series utilising the Pirelli DIABLO Superbike SC1 tyre on both axles throughout the weekend’s racing programme.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “Donington Park is a very distinctive circuit and, in many respects, a unique venue on the FIM Superbike World Championship calendar. The opening part of the lap features a series of fast, flowing corners taken at high speed and rapid changes of direction that require riders to manage significant power while the bike is still heavily leaned over. This demands tyres capable of delivering outstanding grip, precision and stability while maintaining consistent performance over race distance.

"Compared with last year, when only standard range solutions were available and no development specifications were included, this season, while confirming the same compounds introduced in 2025, we will provide riders with the complete 2026 standard range. The SCQ extrasoft compound will be the softest option in the allocation and can be used not only in free practice and qualifying but also, potentially, in the Superpole Race. For the longer races, riders will be able to rely on the SCX supersoft and, should temperatures be lower, the SC0 soft compound – solutions that have already demonstrated throughout the season an excellent balance between outright performance and consistency, as reflected by the many new records that have been set.

"Finally, the weather, which has historically been unpredictable in the UK, will once again be a key factor. Rain and low temperatures, even in the middle of summer, can have a major influence on tyre management and race strategies. Having a complete and versatile range available will therefore be essential to provide the best possible support in any weather conditions.”

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Sri Trang Group has unveiled a comprehensive organisational strategy centred on its ‘Empowering AI’ mission, designed to integrate artificial intelligence across its operations to boost efficiency and foster long-term sustainability. The initiative was formally announced during the company’s flagship annual gathering, the Sri Trang Town Hall 2026, held at the Four Points by Sheraton Phuket Patong Beach Resort. The event drew over 1,700 participants, including executives such as the Chairman, Group CEO and other board members, alongside employees from domestic and international branches who attended both in person and virtually.

Central to the new vision is the Group’s commitment to leveraging AI and data analytics throughout its entire value chain, supported by a robust Enterprise Data Foundation and an AI Governance framework. These systems are intended to ensure meticulous data management and foster stakeholder confidence. The application of AI is being tailored to optimise specific operational phases, from upstream procurement and production to downstream sales and logistics, aiming for precision in market forecasting, quality control and customer responsiveness.

Parallel to its technological push, Sri Trang is prioritising the development of AI Agents and practical AI Use Cases to accelerate tangible business outcomes. This effort is complemented by a cultural shift towards an ‘AI x Human’ paradigm, preparing the workforce to collaborate effectively with intelligent systems. Concurrently, the Group is reinforcing its dedication to environmental, social and governance principles, focusing on resource efficiency and the management of energy, water, waste and emissions as part of its trajectory towards a Net Zero target.

To support its ESG goals, Sri Trang is enhancing data systems to align with international standards like ISO 14064-1, ensuring accuracy and auditability for better risk management and decision-making. The company is also expanding collaboration with suppliers through its ESG Partner approach to elevate industry standards. This strategic direction underscores Sri Trang Group’s ambition to solidify its status as an innovation-led entity, combining human potential with AI to drive the Thai natural rubber sector towards resilient and sustainable growth on the world stage.

Dr Viyavood Sincharoenkul, Chairman of Sri Trang Group, delivered a keynote address on the vision, stating, “AI will not merely be a tool; it will become part of Sri Trang’s way of working and decision-making. We are building the Sri Trang AI Factory to connect data, technology and people together. AI is not simply a new technology but a major transformation in the way we work and compete in business. As the world accelerates AI adoption, organisations and people that are able to learn, adapt and work effectively with AI will be the ones that gain a competitive advantage and achieve sustainable growth in the future. Our goal is not to have the best AI but to build an organisation where everyone can use AI effectively, supported by trusted data, proper governance and a culture of continuous learning. The success of AI is not measured by the number of systems developed but by the number of people who can work effectively with AI and create value for the organisation.”

Veerasith Sinchareonkul, Group CEO, Sri Trang Group said, “The ‘AI Revolution Without Boundaries’ does not mean bringing in technology to replace our people. Rather, it means using AI to enhance people’s capabilities so that they can work smarter, faster and more efficiently. In essence, the meaning of ‘Empowering AI’ is ‘Empowering People with AI’ empowering our people to grow and move forward through the potential of AI. We believe in the power of collaboration between humans and AI. When AI works alongside people at every level, it helps improve decision-making accuracy, enhance the efficiency of frontline employees, strengthen executive leadership and foster a culture of continuous learning, teamwork and innovation. The future of the organisation is therefore not one in which AI replaces humans, but one in which humans grow together with AI without limits.”

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Michelin has expanded its retail footprint in North India by inaugurating two Michelin Tyres & Services (MTS) outlets, located in Amritsar and Panchkula. The Amritsar location operates through a partnership with National Auto, while the Panchkula facility is a collaboration with Universal Tyres. This development underscores the French tyre giant’s strategy to place its globally recognised products and services within closer reach of consumers in a rapidly developing automotive market.

Each of the new establishments spans 5,000 square feet, situated strategically on Loharka Road and within Panchkula’s Industrial Area. Designed as modern service hubs, they provide a full spectrum of offerings, ranging from passenger car and two-wheeler tyres to advanced wheel alignment and mechanical maintenance. The stores stock renowned product lines such as the Primacy, Pilot Sport and Latitude Sport series, aiming to deliver a premium and seamless experience for vehicle owners.

The selection of Amritsar and Panchkula reflects Michelin’s assessment of their growth potential, driven by tourism, infrastructure projects and a rising number of private vehicle owners. To capitalise on these opportunities, Michelin has aligned with established regional players. National Auto, a trusted entity in Amritsar since 1927, brings a long-standing reputation for quality service, while Universal Tyres contributes over three decades of technical expertise and market knowledge in the Panchkula region.

These partnerships are central to Michelin’s broader objective of delivering superior mobility solutions rooted in safety and durability. By combining its own technological leadership with the local acumen of its partners, the company aims to strengthen its service ecosystem and cater to the evolving demands of the northern Indian automotive sector.

Shantanu Deshpande, Managing Director, Michelin India, said, “North India continues to be a key market in Michelin's growth journey, supported by rising vehicle ownership, improving road infrastructure and growing demand for premium mobility solutions. The launch of our new Michelin Tyres & Services Stores in Amritsar and Panchkula marks another important step in strengthening our retail presence and bringing Michelin's globally benchmarked products and services closer to customers across the region. As we prepare to introduce Made-in-India passenger car tyres, we remain focused on delivering solutions tailored to the evolving needs of Indian consumers.”

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Tyres Europe has issued a formal call for the Industrial Accelerator Act to be revised, urging policymakers to grant greater recognition to the tyre sector’s strategic importance within the continent’s automotive ecosystem. In a newly published position paper, the organisation argues that the current framework insufficiently addresses the industry’s unique contributions and challenges.

The association is advocating for several key amendments, including an expanded scope that acknowledges tyres as critical components in both the replacement and original equipment markets, thereby stimulating demand for EU-manufactured products. Additionally, Tyres Europe proposes the establishment of a Union origin definition that would prioritise European production in public procurement and state-aid schemes. The paper also highlights tyres’ potential to enhance energy efficiency and lower CO2 emissions for light vehicles, while calling for dedicated backing for retreaded and EU-made truck and bus tyres, alongside increased financial mechanisms for industrial decarbonisation and improved governance of manufacturing acceleration zones.

With these targeted modifications, Tyres Europe contends that the Industrial Accelerator Act could effectively foster a market for low-carbon, high-performance tyres produced domestically. Such adjustments would simultaneously bolster competitiveness, support decarbonisation goals and reinforce the overall resilience of Europe’s automotive supply chain.

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