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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Triangle Tyre was honoured with the ‘2026 Green Development Model Enterprise Award’ at the 5th International Green Zero-Carbon Festival & ESG Leadership Summit in Shanghai on 29 July. The accolade recognises the manufacturer's sustained environmental commitment, operational sustainability framework and mature governance capabilities, aligned with the summit's theme of advancing green development.

The summit convened hundreds of leading enterprises for discussions on zero-carbon factories, low-carbon transitions, ESG deployment and circular economies. The award evaluates performance across strategic planning, technological innovation, clean energy adoption, supply chain management and social responsibility.

Triangle Tyre has integrated carbon neutrality into corporate strategy, establishing emission reduction targets for 2030 and a roadmap to carbon neutrality by 2050. The company holds energy efficiency ‘Leader’ status from the Ministry of Industry and Information Technology and national ‘Green Factory’ recognition. Manufacturing initiatives have reduced carbon intensity per product unit, while a biomass boiler retrofit increased renewable energy share.

In R&D, the company expands sustainable materials like recycled rubber and bio-based feedstocks. Supply chain efforts include green supplier evaluations, raw material traceability and a ‘zero deforestation’ pledge, with ESG metrics integrated into supplier management. The company also supports occupational health systems and public welfare initiatives. This award reflects Triangle Tyre's enduring sustainability commitment and plans to deepen ESG implementation for industry-wide green transformation.

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Maxion has released its inaugural global Life Cycle Assessment (LCA), marking a unified evaluation of environmental performance across its major product categories and two dozen manufacturing sites worldwide. This comprehensive study shifts the company from fragmented individual assessments to a cohesive global framework that covers both aluminium and steel wheel production.

The assessment, adhering to ISO standards and the Environmental Footprint 3.1 methodology, analysed 16 impact categories based on 2024 operational data. A substantial reliance on primary information from essential production phases has bolstered the study's credibility and precision. The results emphasise that raw materials, especially aluminium and steel, are the primary drivers of the product carbon footprint, pointing to material sourcing and supplier collaboration as crucial areas for future mitigation strategies.

By establishing this consistent global benchmark, Maxion enhances transparency and facilitates more informed customer discussions. The standardised data not only improves comparability across its wheel portfolio but also aids in pinpointing new opportunities for environmental reduction, supporting the sustainability requirements of clients and stakeholders alike.

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Apollo Tyres Ltd has marked two decades of collaboration between its Vredestein brand and the Ennstal-Classic, following the conclusion of the 2026 edition of the prestigious European historic rally. The event, held from 22 to 25 July, reinforced a partnership that has endured since the brand’s acquisition by Apollo in 2009.

This year’s rally featured nearly 200 historic vehicles traversing a 1,000-kilometre Alpine route, attracting motoring enthusiasts from across the continent. A central feature of the ongoing affiliation is the Vredestein Youngster Trophy, a category designed to foster interest in classic cars among younger participants.

Beyond event sponsorship, Apollo Tyres continues to expand its Vredestein Classic tyre portfolio, introducing new sizes and advanced materials for contemporary safety and performance. The comprehensive range, including Sprint Classic, Sprint+, Grip Classic, Snow Classic, Transport Classic and Quatrac Classic, offers period-correct styling for a wide array of vintage passenger cars, sports cars, commercial vehicles and 4x4s.

Udyan Ghai, Group Head – Marketing, Apollo Tyres Ltd, said, “This event brings together some of Europe’s finest historic vehicles and gives us the opportunity to share our passion for automotive heritage. Through our support of the Vredestein Youngster Trophy and continued investment in our Classic tyre range, we are helping enthusiasts enjoy their classic vehicles safely in all conditions.”

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Goodyear Tire & Rubber Company reported lower second-quarter 2026 sales and earnings as weaker tyre volumes, higher tariffs and inflation weighed on performance, although the company said market conditions showed signs of stabilising and original equipment (OE) market share improved across all regions.

Net sales fell 4.8 percent year on year to USD 4.3 billion, while tyre unit volume declined 4.0 percent to 36.5 million units. On an organic basis, sales were down 1.4 percent, primarily due to lower volumes. The company said the decline improved from the 12 percent year-on-year volume drop recorded in the first quarter as destocking pressures eased.

Goodyear reported a net loss of USD 204m, compared with net income of USD 254 million, in the same period last year. Adjusted net loss widened to USD 177 million, from USD 48 million a year earlier.

Segment operating income declined to USD 36 million from USD 159 million in the second quarter of 2025. Excluding the impact of divestments, operating income fell by USD 79 million, reflecting lower volumes, higher tariffs and other costs, and inflation. These factors were partly offset by favourable price and product mix relative to raw material costs, together with USD 95 million of benefits from the company's Goodyear Forward programme.

"We delivered second quarter results in line with our expectations, reflecting continued improvement in Asia Pacific and EMEA," said Mark Stewart, Chief Executive Officer and President.

"We're taking actions to improve performance in a competitive environment by strengthening our product lineup, building on original equipment growth across regions, and optimising our manufacturing footprint. These actions are designed to strengthen our competitive position and deliver stronger profitability over time."

In the Americas, second-quarter sales declined 10.5 percent to USD 2.4 billion, while tyre unit volume fell 8.7 percent. Replacement volumes dropped 13.0 percent, although OE volumes increased 8.7 percent as the company gained market share. The Americas business reported a segment operating loss of USD 10 million, compared with operating income of USD 141 million a year earlier.

The company said its planned closure of the Fayetteville, North Carolina facility is expected to improve Americas segment operating income by about USD 90 million in 2027 and approximately USD 270 million annually from 2028 as part of its manufacturing footprint optimisation strategy.

In Europe, Middle East and Africa (EMEA), sales increased 2.1 percent to USD 1.4 billion, supported by favourable pricing, product mix and currency, despite lower tyre volumes. Segment operating loss improved to USD 17 million from USD 25 million in the previous year.

The Asia Pacific business delivered the strongest regional performance, with sales rising 8.1 percent to USD 496 million and tyre unit volume increasing 5.3 percent. Segment operating income rose to USD 63 million, up from USD 43 million a year earlier, supported by stronger demand, favourable price and mix, and benefits from the Goodyear Forward programme.

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