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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Goodyear and TIP Group, a prominent European equipment solutions provider, have renewed their longstanding partnership for another five-year term. This extension coincides with a significant milestone, celebrating two decades of joint efforts supporting fleet operations across the continent. Throughout this period, Goodyear has provided TIP's fleets with tailored, high-performance commercial tyre solutions designed to meet specific operational demands.

A central pillar of the renewed alliance is a shared commitment to sustainability. By integrating Goodyear's latest product innovations, such as the KMAX GEN-3 range, TIP can now offer its customers truck tyres constructed with a minimum of 40 percent sustainable materials. These products are engineered to deliver the expected durability while also featuring B-label rolling resistance to enhance fuel efficiency. Further supporting sustainable operations, Goodyear’s retreading services aid TIP in prolonging tyre life cycles, which helps reduce waste, conserve resources and manage operational expenses.

Complementing the supply of tyres, TIP’s clients gain access to extensive service support through Goodyear’s expansive TruckForce Network of over 2,000 locations. This network is critical for minimising vehicle downtime, optimising tyre performance and ensuring fleet reliability. These combined efforts actively contribute to TIP Group’s broader environmental, social and governance objectives, enabling more sustainable fleet management without sacrificing efficiency or customer value.

Concurrently, TIP continues to advance its own modernisation initiatives, investing in sustainable fleet solutions, advanced telematics and refurbishment capabilities. These investments help customers extend asset lifecycles, improve regulatory compliance and lessen their environmental impact. The enduring partnership with Goodyear thus serves as a key component in TIP’s comprehensive strategy to navigate evolving market and regulatory landscapes.

Piotr Czyżyk, Vice President – Commercial Sales EMEA, Goodyear, said, “This partnership is built on trust, long-term thinking and a deep understanding of the transport fleet market. For 20 years, we have worked closely with TIP Group to deliver reliable products, innovative fleet solutions and retreading services that help keep their customers moving. Extending our agreement for another five years reflects our shared commitment to performance, efficiency and sustainability – and to continuously evolving together as market expectations change.”

Paul Beadle, COO, TIP Group, said, “Our collaboration with Goodyear is a strong example of how strategic partnerships can create real value for fleet operators. Managing more than 90,000 trucks, trailers and specialised assets across Europe means reliability is critical, which is why we value long-term partners like Goodyear. By combining high-performance tyres and mobility solutions with our operational experience, we deliver more efficient and more sustainable fleet solutions and ultimately more value for our customers.”

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Maxam Tyre Europe will showcase its comprehensive portfolio of agricultural tyres at Fieragricola 2026 in Verona from 4–7 February. Under the banner ‘More Pull. Less Fuel’, the company's participation highlights a core commitment to efficiency and enhanced productivity through smart tyre performance. Exhibiting in Hall 6, Stand D4, the Sailun Group subsidiary will feature a curated selection from its diverse range.

Among the products on display will be the MAXAM AgriXtra XL VF tyre, a model recognised by the German Agricultural Society, the DLG, for its contributions to soil preservation, improved traction and reduced fuel consumption. The event provides an opportunity for attendees to engage directly with the Maxam brand and its innovative solutions. This focus on sustainable technology aims to demonstrate how advanced tyre engineering can significantly improve operational efficiency and support modern, responsible farming practices.

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Prinx Chengshan has successfully rolled off its first off-the-road giant tyre, model 30.00R51, a milestone celebrated by company leaders and Rongcheng Mayor Liu Jinjun. This achievement marks a crucial step in the construction of the firm's new green and intelligent off-road tyre factory and represents significant progress in enhancing its high-end product portfolio, effectively addressing a gap in the domestic market for premium off-road tyres.

The newly produced tyre, with an outer diameter of nearly three metres and a weight of 1.8 tonnes, is engineered for massive dump trucks operating in open-pit mines, capable of carrying loads over 120 tonnes. Its design features a wide, deep tread pattern for superior traction and a specialised shoulder cooling system that promotes heat dissipation. This innovation enhances safety by reducing risks such as blowouts while also improving operational efficiency and cost-effectiveness in demanding mining environments.

This strategic development responds to steadily rising global demand for high-end off-road tyres, fuelled by growing infrastructure investment and mining industry modernisation. The company's significant investment of over CNY 1.1 billion (approximately USD 158 million) in its new production base, initiated in 2025, underscores this focus. The facility, covering more than 100,000 square metres, is planned to have an annual capacity of 84,000 engineering tyres and 10,000 giant tyres for diverse applications across mining, construction and industrial sectors.

From its inception, the project has been guided by principles of high-end intelligence and green environmental protection. It incorporates modern workshops, smart manufacturing processes and sustainable initiatives like rooftop solar power generation to ensure energy-efficient development, reflecting a firm commitment to circular economy practices and Industry 4.0 standards.

Moving forward, Prinx Chengshan will leverage its global network of research and development centres to continue advancing independent innovation. By fully implementing a ‘Product + Service’ model, the company is committed to its in-depth transformation towards high-end, intelligent and green manufacturing. This direction aims to provide efficient and reliable solutions for global mining progress, injecting robust momentum from ‘China Smart Manufacturing’ into the industry's future.

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Giti Tire recently hosted an immersive event at its Hefei R&D Centre for its distributor and dealer network, moving far beyond a simple meeting to deliver a hands-on masterclass in future mobility. The core experience was a guided tour through Giti's Innovation Hub, where specialised zones deconstructed the entire tyre development journey. Partners witnessed firsthand the advanced materials, EV-specific engineering and rigorous motorsport-grade testing processes that form the foundation of Giti's collaborations with leading global automakers.

The event physically manifested this innovation with two pivotal showcases. Guests received a rare, hands-on examination of the Giti Flexcore (Airless) Technology, a concept designed for ultimate safety and sustainability by eliminating punctures. Furthermore, they experienced the cutting edge of automotive performance firsthand by entering the cabin of the YANGWANG U9X, a premier electric supercar, engaging directly with its advanced technology and premium construction.

This carefully curated experience was designed to demonstrate how Giti meticulously engineers, challenges and validates ideas long before production. By providing this transparent look into their technological ecosystem, Giti reinforced its role not just as a supplier but as a strategic partner invested in shared growth. The event served to align the network with the brand's forward trajectory, firmly establishing Giti’s commitment to co-shaping the future of mobility through tangible innovation and deepened collaboration.

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