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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Tegeta Holding and Tegeta Green Planet have joined a large-scale greening campaign to restore the Rustavi riparian forest along the Mtkvari River. The initiative, implemented in partnership with Rustavi City Hall and Georgia’s Ministry of Environmental Protection and Agriculture, aims to rehabilitate one of the city’s most vital ecological zones.

During the latest phase of the project, employees of Tegeta Holding took part in tree planting alongside volunteers, while representatives of Tegeta Green Planet engaged participants in discussions on circular economy principles and environmental responsibility. The first stage of the restoration plan includes planting 10,000 endemic trees and plants, funded by the Environmental Protection Fund.

The Rustavi riparian forest, stretching approximately 300 hectares between the old and new bridges, serves as a natural air filtration zone for the city’s industrial area and hosts around 140 bird species. Beyond restoring native flora, the project also envisions developing picnic and tourist infrastructure, with active involvement from local youth, athletes, actor, and private sector members as part of corporate social responsibility efforts.

Parallel to the greening campaign, Tegeta Holding launched an internal Green Challenge for its employees, organising a paper collection point at its headquarters and across its branches. Nearly one tonne of waste paper was collected and sent to a recycling partner, saving an estimated 15 trees. The holding also recognised the most eco-friendly branch and department as part of the initiative.

Dedicated to Earth Day and its 2025 slogan ‘Our Power, Our Planet’, Tegeta has now participated in the riparian forest restoration for three consecutive years. Volunteers previously planted 3,000 saplings, and this year’s efforts have expanded significantly. The Green Challenge has also become an annual tradition, with over three tonnes of waste paper collected to date. In exchange, the company receives books donated to rural libraries for children.

Environmental protection remains a strategic pillar of Tegeta Holding’s corporate social responsibility. Together with Tegeta Green Planet, the company collects thousands of tonnes of automotive waste annually, including tyres, batteries and oils, for compliant recycling. It is also expanding its electric vehicle charging network, using hybrid and electric vehicles in its fleet, installing solar panels and running customer engagement campaigns such as ‘Don’t Throw It Away – Recycle It’, alongside cleaning, greening and youth education initiatives.

Mariam Japaridze, Corporate Social Responsibility Coordinator, Tegeta Holding, said, “Environmental protection and raising public awareness are among the strategic pillars of Tegeta’s corporate sustainability efforts. We are pleased that tree planting has become part of a project that aims to bring new life to the Rustavi riparian forest. Tegeta has extensive experience supporting similar initiatives. It is especially important for us that Tegeta employees themselves participated in the project. We are proud to contribute both to the greening of Rustavi and the improvement of its ecosystem, as well as to strengthening an internal organisational culture focused on collecting and recycling paper waste.”

Shalva Akhvlediani, Director, Tegeta Green Planet, said, “The activities of ‘Tegeta Green Planet’ are directly connected to environmental protection. The company’s mission is the management of specific waste streams, including recycling, recovery and processing. Alongside recycling environmentally harmful waste, we actively support initiatives focused on greening, forest restoration and ecosystem improvement. The Rustavi riparian forest once played a vital role in the life of the city, but the situation changed in the 1990s: the forest was cut down, biodiversity deteriorated and the ecosystem was damaged. At ‘Tegeta Green Planet,’ we fully understand our responsibility in helping restore this area to its original condition. We hope that such an important and large-scale project will continue in the future.”

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Zeon Corporation has announced a strategic investment to expand production capacity for dicyclopentadiene (DCPD) at its GPI plant, located within the Mizushima Plant in Kurashiki City, Okayama Prefecture. The initiative will raise DCPD output by roughly 20 percent from current levels. DCPD serves as the primary raw material for Cyclo-Olefin Polymers and COP optical film, which are central to the company’s C5 business and its growth trajectory. The new facility will secure a stable DCPD supply without boosting production of piperylene or other commodity chemical materials while also utilising previously unused components to help reduce carbon dioxide emissions. Construction is set to begin in the second half of fiscal 2026, with completion scheduled for September 2028.

The Mizushima Plant, Zeon’s flagship facility, commenced operations in 1969 and is known for the GPI process (Geon Process of Isoprene), the company’s proprietary extractive distillation technology that isolates high-purity active components from C5 fractions in naphtha. Products from this process include isoprene, DCPD, piperylene and 2-butyne, which are used in synthetic rubbers, COP, petroleum resin and synthetic aroma chemicals.

Under the company’s STAGE30 medium-term business plan, Zeon has positioned COP and COP optical film as key growth drivers, anticipating steadily expanding demand. DCPD is also a raw material for other high-profit products such as RIM compounds. To meet rising demand without procuring additional C5 fractions, Zeon developed a technology that enables the use of previously unused feedstock components. This new process is expected to cut CO2 emissions more effectively than conventional extraction methods, supporting carbon neutrality goals.

Through STAGE30, Zeon is restructuring its portfolio via selection and concentration, and this latest investment aims to boost competitiveness while further expanding the C5 business. The company continues to address market needs and societal expectations, striving to contribute to more comfortable living standards worldwide.

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Apollo Tyres Ltd has launched its first Apollo Rural Mobile Store, a new initiative aimed at improving last-mile connectivity and tyre access in rural India. The fully equipped mobile van was flagged off by company Vice President Rajesh Dahiya at a special event.

The customised vehicle travels to villages, allowing customers to explore and purchase tyres without long journeys. Stocked with a curated product range and staffed by trained representatives, the mobile store offers on‑the‑spot guidance on tyre selection, usage and maintenance. The first unit began operating in Pandavapura village, Mandya, Karnataka, with plans to deploy 25 such stores nationwide over the next 18 to 24 months.

The launch event also included a free health check‑up camp organised with the Apollo Tyres Foundation, underscoring the company’s community commitment. By combining convenience with expert support, the mobile store aims to empower rural customers to make informed decisions for safe and efficient vehicle operation.

Rajesh Dahiya, Vice President – Commercial, Apollo Tyres Ltd, said, “This initiative reflects our commitment to bridging access gaps in rural markets. By bringing our products and expertise directly to the customers’ doorstep, we aim to simplify the buying journey and ensure that even the most remote communities have access to the right mobility solutions.”

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Michelin has introduced a universal tyre digital twin, a software-driven innovation that converts real-time in-vehicle data into actionable recommendations for the vehicle or its driver. The system draws on 130 years of tyre physics expertise, combined with advanced mathematical modelling, artificial intelligence and data science algorithms. Its primary goal is to enhance road safety by enabling vehicles to anticipate their own behaviour and improve performance without relying on physical tyre sensors.

This digital twin functions as a dynamic virtual replica of any tyre, regardless of brand. It continuously analyses and predicts tyre conditions including pressure, wear, load, grip and driving environment by comparing them with live vehicle data. Rather than simply feeding information to the driver, the system directly interacts with embedded vehicle systems to optimise performance. It helps prevent aquaplaning, predict maximum grip, boost the effectiveness of ADAS functions such as ABS, monitor tyre pressure and detect overloading, allowing the vehicle to adapt braking distances by several metres and improve stability.

Drivers remain unaware of the system working behind the scenes, yet it delivers tangible benefits on every journey without requiring changes to driving habits. By supplying a continuous stream of reliable data, the digital twin also facilitates predictive maintenance, thereby extending tyre lifespan. Keeping tyres in optimal condition for longer reduces material use and mitigates the environmental impact associated with tyre lifecycles.

The Michelin solution is entirely software-enabled and uses existing in-vehicle data, requiring no additional tyre-mounted sensors. It is compatible with all tyre brands and models and can be fitted to passenger cars, trucks and self-driving shuttles. The digital twin acts as an embedded brain adapted to Software Defined Vehicle architectures, representing over 10 years of research and development secured by multiple patents and validated by millions of kilometres of testing.

With the SDV market valued at USD 213.5 billion in 2024 and projected to reach nearly USD 1,240 billion by 2030, Michelin is positioning itself as a pioneer and key partner for manufacturers transitioning to software-enabled vehicles. Major collaborations with Brembo, Hyundai, QNX, ETAS and Sonatus span fundamental research to industrial-scale integration. A recent partnership with Brembo demonstrated tangible benefits: integrating real-time tyre data into braking algorithms improved ABS performance, shortening braking distances by up to four metres and enhancing stability during hard braking.

Through its embedded digital twin, Michelin turns tyres into an invaluable data source to shape tomorrow’s mobility from within the vehicle’s data ecosystem. This breakthrough reinforces the Group’s longstanding commitment to road safety and is set to make Michelin a market leader in tyre digital twins, supporting the continuous enhancement of vehicle performance, features and user experience throughout the vehicle’s lifetime.

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