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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Dunlop Tyres South Africa has appointed Marcia Noxolo Veronica Mayaba as its new commercial director, effective November 2025, as the company moves to sharpen its strategic execution in sales, retail, marketing and technical services.

Mayaba, one of South Africa’s most prominent automotive executives, brings decades of leadership experience and a resume marked by industry firsts including becoming the country’s first Black female CEO in automotive retail. Her previous roles span senior positions at Eqstra Fleet Management, Isuzu Motors South Africa, Lindsay Saker VW and Audi and Barloworld’s multi-brand operations.

The move forms part of Dunlop’s medium to long-term growth agenda as it competes for market share in a tightening industry landscape.

Lubin Ozoux, CEO of Dunlop Tyres South Africa said: “Marcia brings a distinctive  blend of empathy, strategic insight, and commercial acumen. Her passion for developing people, her deep understanding of the automotive ecosystem, and her commitment to ethical leadership align perfectly with Dunlop’s purpose-driven culture. We’re so excited to welcome her to the leadership team and look forward to the impact she will make in driving our business and dealer partnerships forward.”

Mayaba framed the appointment as both professional and personal, citing the automotive sector as a platform for economic mobility. “Dunlop embodies heritage, integrity and resilience, values that deeply resonate with me. My first meeting with Lubin and the Exco immediately felt like a fit a culture anchored in people, continuous improvement and long-term sustainability. Joining Dunlop is not just a career move; it’s a continuation of my purpose to build stronger, values-based ecosystems within the automotive landscape,” Mayaba said.

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Nokian Tyres gathered nearly 100 workshop representatives from five partner companies at the Hakka Ring, its year-round testing facility in Santa Cruz de la Zarza, Spain, to highlight its latest advances in all-season tyre technology and exchange views on market trends and industry challenges. The company said the test center, designed for all-weather performance evaluation, reflects its focus on safety, performance and sustainability throughout the year.

During the event, Iberia Country Manager Luis Miguel Cabanas presented brand updates, new product developments and future strategic direction. Partners were given the opportunity to drive the Seasonproof 2, the company’s newest all-season flagship tyre. Manufactured at Nokian Tyres’ zero carbon emissions factory in Romania, the Seasonproof 2 has been independently tested and verified by TUV SUD, Tyre Reviews and WhatTyre, and utilises up to 38 percent renewable, recyclable and ISCC PLUS–certified materials.

The tyre features the company’s latest innovations aimed at improving traction, precision and efficiency in varying conditions including technology designed to balance summer handling with winter grip, adaptive tread design for better performance in changing weather and a new compound optimised for durability, wet grip and fuel economy.

The event culminated with high-speed test runs on the 7-kilometre oval circuit with 40-degree banked corners, providing what the company described as an impressive demonstration of speed, control and overall driving performance. Nokian Tyres said the showcase strengthened relationships with key partners and reinforced its commitment to leading sustainable innovation in the all-season segment.

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Nokian Tyres gathered nearly 100 workshop representatives from five partner companies at the Hakka Ring, its year-round testing facility in Santa Cruz de la Zarza, Spain, to highlight its latest advances in all-season tyre technology and exchange views on market trends and industry challenges. The company said the test center, designed for all-weather performance evaluation, reflects its focus on safety, performance and sustainability throughout the year.

During the event, Iberia Country Manager Luis Miguel Cabanas presented brand updates, new product developments and future strategic direction. Partners were given the opportunity to drive the Seasonproof 2, the company’s newest all-season flagship tyre. Manufactured at Nokian Tyres’ zero carbon emissions factory in Romania, the Seasonproof 2 has been independently tested and verified by TUV SUD, Tyre Reviews and WhatTyre, and utilises up to 38 percent renewable, recyclable and ISCC PLUS–certified materials.

The tyre features the company’s latest innovations aimed at improving traction, precision and efficiency in varying conditions including technology designed to balance summer handling with winter grip, adaptive tread design for better performance in changing weather and a new compound optimised for durability, wet grip and fuel economy.

The event culminated with high-speed test runs on the 7-kilometre oval circuit with 40-degree banked corners, providing what the company described as an impressive demonstration of speed, control and overall driving performance. Nokian Tyres said the showcase strengthened relationships with key partners and reinforced its commitment to leading sustainable innovation in the all-season segment.

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Hankook Tire and Technology reported consolidated revenue of KRW 5.4127 trillion and operating profit of KRW 585.9 billion for the third quarter of 2025, the company said in a statement.

Tyre business sales rose 11.2 percent year-over-year to KRW 2.7070 trillion, while operating profit climbed 10.4 percent to KRW 519.2 billion, marking the company’s highest-ever quarterly performance.

Hankook attributed growth to stronger demand across global replacement and OE markets and a rising mix of high-inch tyres. Lower raw material and logistics costs helped cushion the impact of US automotive parts tariffs.

Hanon Systems, which has been fully consolidated into Hankook Tire’s results since the first quarter, generated KRW 2.7057 trillion in revenue, up 8.2 percent from a year earlier. Operating profit reached KRW 95.3 billion, an increase of 1.7 percent year-over-year and 48.2 percent quarter-over-quarter.

High-inch (18 inches and above) passenger car and light truck tyres accounted for 47.4 percent of segment sales in the quarter, up 2.6 percentage points from a year earlier. EV tyre sales represented 27 percent of the total, a 7-point increase year-over-year.

Hankook continued expanding OE fitments for premium EVs, citing supply agreements for the Porsche Macan, Xiaomi YU7, BMW iX, New i4 and New X3. The company now equips about 50 global automotive brands across more than 290 models.

Hankook’s EV-focused iON line-up and Ventus performance range won EV Tire of the Year and Performance Tire of the Year at the UK-based WhatTyre Awards, reinforcing its technology leadership.

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