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 Green Planet, in collaboration with Shine Energy, recently conducted an educational initiative at Gergeti School for students in grades 8 through 10. The session was designed to foster awareness about sustainable development among the younger generation.

The programme, titled ‘A Sustainable Future: Environment, Transport and Energy’, centred on the impact of daily human activities on the planet. Discussions emphasised the critical need for proper waste segregation, resource conservation and the adoption of renewable energy sources to mitigate environmental degradation.

A significant portion of the event focused on the hazardous nature of waste tyres, used oils and batteries. Students were informed about the severe consequences of improper disposal, including contamination of natural resources, and were shown how recycling can recover valuable materials. The concept of Extended Producer Responsibility was also introduced, highlighting the legal and ethical duties of manufacturers and importers to manage their products' lifecycle. Tegeta Green Planet’s role in assisting companies with these obligations was a key point of the presentation.

The interactive session encouraged active participation through group discussions and practical exercises. Students collaborated to solve environmental challenges, reinforcing their learning through real-world applications. All attendees received certificates and gifts at the conclusion of the event. This visit is part of a broader, ongoing effort by both organisations to promote responsible consumption and environmental stewardship in educational settings, aiming to empower students to make informed, sustainable choices in their everyday lives.

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Sri Trang Agro-Industry Public Company Limited (STA), the world's largest fully integrated natural rubber enterprise and a leading Thai rubber glove manufacturer, has announced a significant strategic diversification through its subsidiary, Sri Trang Rubber and Plantation Company Limited. The new initiative, named the ‘Sri Trang Palm Growing a Sustainable Future’ project, represents a major step in bolstering the group's long-term business resilience and expanding its operational portfolio.

The project entails a substantial investment exceeding THB 60 million (approximately USD 1.80 million) to pilot oil palm cultivation across a total of 1,461 rai of land, which will accommodate approximately 28,072 trees. These planting areas are strategically located across five key provinces, including Chonburi, Rayong, Sa Kaeo, Surat Thani and Songkhla. The group is implementing its Asset Optimisation strategy, integrating modern agricultural technologies and adhering to its core ESG principles to guide the project's development, with the first harvest anticipated to commence by 2029.

This foray into the palm oil sector is designed to strengthen the Sri Trang Group’s overall business capabilities and enhance portfolio resilience, laying a robust foundation for sustainable long-term expansion. The initiative seeks to maximise the use of existing resources and operational networks while capitalising on new business opportunities, all while maintaining a strong commitment to community, social and environmental responsibility.

A formal kick-off event was held on 19 June 2026, in Sadao District, Songkhla Province, to mark the project's official commencement. The ceremony saw the active participation of company executives and employees, who together planted the first palm tree, symbolising the group's dedication to building a sustainable new venture and generating lasting value for both society and the environment.

Veerasith Sinchareonkul, Chief Executive Officer, Sri Trang Agro-Industry Public Company Limited, said, “The ‘Sri Trang Palm Growing a Sustainable Future’ project reflects the Group’s commitment to leveraging organisational potential and optimising the use of the Group’s resources, based on the Asset Optimisation concept. This involves developing the Group’s land to create long-term added value while growing responsibly alongside our communities and creating lasting value for society and the environment. For Sri Trang, this project is not just about expanding into a new cash crop but a significant step in creating shared value for all sectors. It promotes employment, creates jobs, supports the local economy and lays the foundation for stable and sustainable growth in the future. The palm trees planted through this initiative symbolise the Group’s intention to grow alongside the community and pass on a sustainable future to society in the long term.”

Udom Pruksanusak, Chief Executive Officer (Plantation), Sri Trang Rubber & Plantation Company Limited, said, “Sri Trang prioritises a systematic approach to developing its palm oil business, from site selection and the use of quality seedlings to plantation planning and modern agricultural management. In the first phase of planting, the largest proportion of the initial investment has been allocated to Songkhla Province, accounting for 43 percent of the total planting area, as it is suitable in terms of climate conditions, rainfall patterns, infrastructure readiness and connection to the Group's operational and logistics network, which will help maximise the efficiency of plantation management.

“In addition, the project operates under the ESG principles, focusing on sustainable land management, soil and water conservation and the application of technology and innovation, such as geographic information system (GIS), drone technology for agricultural operations, digital field monitoring systems and data-driven decision-making, to maximise operational efficiency, reduce environmental impact and support the sustainable development of surrounding communities. The Group expects to begin commercial harvesting within approximately three years, or around 2029, and will closely monitor the growth trends of the palm trees, the productivity of the selected palm varieties and the overall performance in order to consider development guidelines and opportunities for further expansion of planting areas.”

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Maxion Wheels has graduated the first Indian cohort of its Formare vocational education programme and launched a second intake, marking the expansion of the initiative into Asia.

The programme, introduced in India in 2024 through a partnership between the Iochpe Foundation of Brazil and Savitribai Phule Pune University (SPPU), combines classroom education with practical manufacturing training for students from underprivileged communities.

Twenty-six students enrolled in the inaugural cohort, with 23 completing the programme and receiving a diploma in Manufacturing Technology. Those who continue for a third year at SPPU will be eligible for a university graduation certificate.

According to Maxion Wheels, 87 percent of the graduates will begin their professional careers at the company's Pune operations.

"The graduation of our first Formare class in India is a proud and meaningful achievement, both for our students and for Maxion Wheels," said Sutheep Ratnabhas, President of Maxion Wheels' Asia Business Unit. "This programme reflects our belief that investing in education and skills development can transform lives while strengthening our communities and our business. We are especially encouraged and fortunate to see these young professionals beginning their careers with us."

The company also inaugurated the programme's second cohort, comprising 27 students, including six women, who account for 22 percent of the intake.

The ceremony at SPPU was attended by Mark Sinar, Vice President, Global Human Resources and Safety & Sustainability at Maxion Wheels, Rahul Vaidya, Managing Director of Kalyani Maxion Wheels, university representatives and the families of graduating and incoming students.

Graduates described the programme's impact on their personal and professional development.

"Formare has given me the confidence, skills, and opportunity to build a better future for myself and my family," said Aman Mulla. "I am proud to start my career with Maxion Wheels and excited for what lies ahead."

Abha Kamble said: "This programme opened doors I never thought possible. The combination of learning and hands-on experience has prepared us for real-world challenges."

Originally established by Brazil's Iochpe Foundation, the Formare programme has operated for more than three decades and has trained more than 28,000 young people. Maxion Wheels said it plans to introduce the programme in Türkiye later this year.

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Continental has transformed its European Roadshow into a long-term customer engagement platform, scheduled to traverse the continent through 2027. The initiative delivers the company’s newest commercial vehicle tyre technologies, trailer solutions and digital services directly to fleet operators. Following successful kick-off events in the Czech Republic and Denmark, the mobile tour is set to visit Norway and Finland, with further destinations to be announced.

This expanded programme underscores Continental’s strategic commitment to deepening customer ties through direct interaction. The initiative directly addresses critical fleet management concerns, including total cost of ownership, operational efficiency and the ongoing digitalisation of transport logistics. The company aims to position itself as a partner in solving real-world operational challenges.

Central to the roadshow is the Showtruck, a mobile consultation and demonstration hub that allows fleets to experience Continental’s portfolio within their local markets. Attendees navigate themed stations that link product innovations to practical fleet applications and everyday operational hurdles. A primary focus is the Generation 5 tyre portfolio, engineered for enhanced mileage, reduced rolling resistance and superior durability, alongside trailer tyre options and a preview of the upcoming Conti Efficient Pro HT 5.

The roadshow also highlights ContiConnect, a digital tyre monitoring system that supplies real-time data and actionable intelligence to support predictive maintenance and increase operational transparency. Traveling thousands of kilometres across Europe through 2027, the platform engages fleet operators, logistics firms, dealers and industry partners. By merging products, digital services and technical expertise, Continental reinforces its dedication to efficient, digitally connected transport solutions, with additional tour dates to be revealed.

Ivonne Bierwirth, Head of Marketing Communications – EMEA, Continental, said, "Fleet operators are under increasing pressure to improve efficiency, control operating costs and meet evolving industry requirements. The Roadshow allows us to engage directly with customers and demonstrate how our tyre technologies, digital solutions and expertise can help them address these challenges in their daily operations."

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