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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Pirelli returns to the Nürburgring for the 2026 edition, building on strong results from the previous year. In the SP9 class for GT3 cars, several high-profile entries have selected Pirelli P Zero tyres, including the Porsche entries from Dinamic, three Aston Martins from Walkenhorst and Dörr’s number 69 McLaren featuring a Michael Schumacher tribute livery. A historic BMW Z4 GT3 and numerous GT4 cars, such as Dörr’s number 59, are also equipped with Pirelli rubber.

Beyond sharing Pirelli P Zero tyres, some cars will also display the manufacturer’s signature yellow and black colours through special liveries. The two Dinamic Porsches, one Walkenhorst Aston Martin and Dörr’s number 59 will race with these designs, highlighting a deep technological collaboration with Pirelli. For wet conditions, crews have Pirelli Cinturato tyres available, while the GT4 cars use standard DHG and WHB tyres designed for all GT categories.

AUTO BILD will celebrate its 40th anniversary at the Nürburgring 24-hour race, welcoming selected guests inside the Pirelli Hospitality area in the paddock.

Matteo Braga, Pirelli Racing Activity Manager, said, “The Nürburgring has traditionally been a benchmark for everyone and the ideal track on which to test innovative and demanding solutions, as well as an opportunity to consolidate our research work side by side with professional partners who this year have chosen to celebrate our collaboration by bringing Pirelli colours onto their liveries. In this edition of the 24 Hours, the level of competitiveness and the record number of cars entered will make the weekend particularly demanding. As always, I expect a closely fought race in every category, full of uncertainty and open to every possible outcome until the very end. We are supporting combative, high-quality teams that have everything they need to make their mark.”

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Sri Trang Agro-Industry Public Company Limited (STA) recently hosted the ‘Sri Trang Exclusive Night 2026’ at the Hard Rock Cafe Chidlom in Bangkok. The gathering served as a gesture of gratitude towards the company’s global customers and business partners while showcasing STA’s future vision centred on artificial intelligence, innovation and sustainable development within an atmosphere of international camaraderie.

The event featured senior leadership, including group Chief Executive Officer Veerasith Sinchareonkul, executive directors Chaiyos Sincharoenkul and Vitchaphol Sincharoenkul, Sri Trang International CEO Lee Tristan Chee-Zen and Chief Marketing Officer Nattee Thiraputhbhokin. Together, they welcomed partners from numerous countries worldwide.

A central theme, ‘Empowering AI’, highlighted STA’s strategic direction to integrate AI and data analytics across supply chain management, market analysis and customer solution development. This approach aims to respond accurately and flexibly to shifting global markets. STA also reinforced its role as a collaborative business partner, working with customers to solve problems, enhance efficiency, reduce risks and build sustainability throughout the supply chain, thereby strengthening Thailand’s natural rubber industry globally.

Additionally, STA underscored its commitment to transparency, traceability and responsible supply chain practices for long-term stability. As the company approaches its 40th year, the event not only acknowledged loyal support but also demonstrated STA’s readiness to advance through technology, innovation, and global cooperation.

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Titan International has formally entered the rubber track market, a strategic expansion of its product lineup long requested by its customer base. The new Titan Rubber Tracks represent the brand’s first move beyond wheels and tyres, specifically engineered for compact track loaders and mini excavators. This launch introduces an entirely new category for the company, aiming to meet rising demand in tracked compact equipment applications.

The role of tracked machinery continues to grow across construction and rental sectors, where traction and uptime are paramount. Rather than follow industry norms, Titan developed a proprietary premium rubber compound for its tracks, prioritising durability through internal and field evaluations. Extensive testing across varied conditions and multiple regions gathered positive user feedback, with thousands of operational hours confirming reliable performance and longevity.

Both equipment dealers and end users stand to gain from the new line. Dealers receive a high-quality track solution suitable for recommendation, stocking and service support, while operators benefit from a design focused on minimising downtime. The launch encompasses nearly 60 SKUs spread across five tread patterns, fitting over 950 machine models and more than 1,500 specific fitments.

Tread options address mixed surfaces, soft ground, high-impact job sites and general-purpose use. Inventory will reside at Titan’s Des Moines facility to ensure prompt service for OEM and aftermarket needs. Following internal previews at Titan University 2026 and a public debut at the 2026 National Farm Machinery Show, Titan Rubber Tracks are now available for ordering.

Travis Little, General Manager, Ag, Construction and Industrial, said, “Our customers have been asking for Titan to enter this space, but we needed to make sure our tracks are as tough as our tyres. We’ve combined our rubber and engineering expertise to develop a rubber track option that meets our standards and works for our customers. We could have entered the rubber track market sooner, but we wanted to take the time to launch a product worthy of the Titan name. By working with our rubber compounding and engineering teams, we focused on providing a track designed for long-term performance, and we’re confident this is the product our customers have been looking for.”

Chris Smith, Product Engineer, Agriculture, Construction and Industrial, said, “Across all field tests, we have no reports of carcass delamination, guide separation or structural failure, even beyond the above-average expected hours in multiple cases. Testing was also conducted at blue-chip OEM manufacturers where Titan Rubber Tracks exceeded testing requirements on internal durability and high-stress conditions testing.”

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Ralson has reached a production volume of one million units for its truck and bus radial tyres. This accomplishment arrives only three years after the brand’s entry into the American market and roughly five years following construction work on its dedicated TBR facility, which began during the most severe period of the pandemic.

Demand from commercial fleets operating in over 70nations has fuelled the brand’s rise. Users have consistently rated the TBR product line as delivering high-end performance at a cost-effective price. To support this customer base, Ralson currently maintains two American warehouses in Savannah and Newark, enabling replenishment within two to three days for dealers and fleets across the country.

The tyre lineup meets United States fleet engineering standards and comes with a competitive seven-year, three-retread warranty. Products cover long-haul, regional and vocational uses. Following the one millionth tyre, Ralson plans a large capital investment to more than double its TBR output. The expansion will increase warehousing, partner programmes and dealer support across North America.

Brian Sheehey, President, Ralson Tire North America, said, “The first million was about conviction – in the product, the process and the people who built it. We started this plant when the world was standing still. We earned every mile since. The next million will be about acceleration: deeper dealer partnerships, broader SKU coverage and continuing to give fleets a reason to choose us on every spec sheet.”

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